Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： With the increasing uncertainty of the environment, avoiding organizational risks and improving organizational effectiveness by merely relying on the wisdom of managers become increasingly difficult. In this context, employee voice plays an increasingly important role in organizational development. In recent years, employee voice behavior has gradually become a hotspot in organizational behavior research. Theoretical and empirical studies reveal that voice behavior can prompt risks, promote innovation, and offer a powerful guarantee for the sustainable development of organizations. This paper puts forward new questions based on the phenomenon of voice in the workplace, which has not received much attention in the literature thus far. Previous studies on voice predominantly show that when voice-inhibiting factors, such as unsupportive leaders and unsafe environment, are present, employees will reduce their voice behavior and remain silent. However, not all employees will give up their opinions because of environmental obstacles, and some employees are even encouraged to display stronger voice behaviors when facing adversities. What makes an employee speak out in an adversity? What is the mechanism that underlies this phenomenon? What are its outcomes? These questions have not been adequately answered in the extant literature. To fill these gaps, this paper designs three related studies around “voice resilience”. Study 1 combines the cutting-edge findings of employee resilience research to reconceptualize the notion of voice resilience and develops an effective voice resilience scale based on these findings. Study 2 explores the formation mechanism of voice resilience based on achievement goal theory and adopts the new scale developed in Study 1 to empirically test the relationship between three achievement goal orientations and voice resilience. Study 3 explores the impact of voice resilience on the subsequent voice behavior of employees and the voice endorsement of leaders and empirically tests the hypothesized relationship using the new scale developed in Study 1. The theoretical innovation of this study is mainly reflected in three aspects. First, this study reveals that voice resilience is essentially a dynamic psycho-behavioral process that provides a new theoretical perspective for understanding the voice of employees amid adversity. Second, this study deeply analyzes the impact of employee achievement goals on their voice resilience, thereby enriching the literature on the antecedents of voice resilience. Third, this study analyzes the effect of voice resilience on both employees and leaders, thereby extending the findings of previous voice resilience research.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Currently, business organizations are continuously promoting changes in organizational structure and methods of work. Meanwhile, employees are also increasingly pursuing their own values and goals. Therefore, individual self-leadership has become an important and evolving research topic in organizational management research. Individual self-leadership not only contributes to organizational development and personal performance improvement but is also closely related to self-growth in uncertain times. It is thus necessary to investigate the driving factors and mechanisms of self-leadership. A literature review of extant studies found that the current concept of self-leadership is mostly based on classical control theory, emphasizing the process of self-control and influence. However, its relatively broad content means that it has been difficult to accurately reflect new meanings of self-leadership. At the same time, empirical research on the antecedents of individual self-leadership has been limited to a single level, without considering multi-level interactions. More importantly, existing research fails to fully address the motivational processes behind the antecedents of self-leadership. With this practical and theoretical background, this study aims to initially answer the core scientific question of "how does individual self-leadership form" through three closely related theoretical studies. Firstly, the present study defines and expands the conceptualization of individual self-leadership, and develops a reliable and valid scale for it. On the one hand, the concept of individual self-leadership has undergone substantive changes in this period of new management practice; on the other hand, the existing definition and measurement of self-leadership have been criticized because it is too broad and has insufficient reliability and validity. To this end, this study intends to reconceptualize self-leadership by building on a grounded analysis of new management practices. Furthermore, through conducting qualitative interviews and following a scale development process, Study 1 aims to develop and validate a new scale for individual self-leadership. Secondly, starting from the intrinsic motivation-driven nature of self-leadership, Study 2 theoretically investigates the influence of individual cognitive characteristics and team leadership style on the formation of individual self-leadership. Specifically, this study initially proposes that employees' belief in leadership co-creation promotes individual self-leadership by inspiring their personal goal strivings, and team empowering leadership promotes self-leadership by satisfying employees' psychological need for autonomy. Further, team leaders’ empowering leadership behaviors will also strengthen the impact of employees’ beliefs in leadership co-creation on self-leadership, resulting in a cross-level moderation model. Finally, Study 3 examines the influence mechanism of organizational contexts and team self-leadership on individual self-leadership, so as to develop a trickle-down effect model. Specifically, this study proposes that organizational shared vision and autonomy support climate can work together to enhance team self-leadership, which can further motivate individual self-leadership. In addition, the positive effect of team self-leadership on individual self-leadership will be enhanced in the context of high task interdependence and high adoption of telecommuting. To sum up, the integrated framework developed in this study emphasizes the multi-level influences and the motivational processes underlying the formation of individual self-leadership. It also echoes recent discussions on the paradoxical feature of self-leadership. Our research is expected to make theoretical contributions to the self-leadership literature in the following ways. This research enriches and expands the concept of self-leadership, better reflecting the changes in management practices, and also provides a clearer concept and scale with accepted reliability and validity for subsequent studies. On this basis, the theoretical exploration of the formation mechanism of individual self-leadership provides a foundation for developing a multi-level theoretical framework of self-leadership, thereby helping to deepen the understanding of self-leadership in the academic world and management practice. However, given the conceptual nature of the current study, we call for further empirical examinations of self-leadership and its formation mechanisms. Future studies could also consider the role of self-leadership in digitalization transformation and artificial intelligence-driven contexts.
Subjects: Psychology >> Social Psychology submitted time 2022-04-30
Abstract：
Employee voice has become increasingly important to organizational development in the dynamic and complex business environment. Prior research has demonstrated that employees become less likely to engage in voice behaviors when the work environment is unsupportive of such behaviors. Nevertheless, some employees constantly exhibit voice behavior despite adversity, and sometimes adversity may even foster more voice behaviors. To answer how employees can continue to speak up in adversity, this research first explores the concept and develops a scale for voice resilience. Second, basing on the achievement goal theory, this research proposes the formation mechanism of voice resilience and its boundary condition. Third, this research examines the influence of voice resilience on employees’ subsequent voice behavior and leaders’ voice endorsement. By doing so, this study advances the frontiers of voice research and provide practical implications for organizations to understand and cultivate employees’ voice resilience.
Peer Review Status:
Awaiting Review
Subjects: Psychology >> Management Psychology submitted time 2022-04-14
Abstract：
In a new economy characterized by informatization, digitization, and intelligence, individual self-leadership is of high value to both individual and organizational development. However, existing theorizing and studies on self-leadership are constrained by classical control theory and are mostly limited by single-level investigations; as well, they fail to demonstrate the motivational mechanisms of self-leadership. Firstly, based on the changing context of current management practices, the present study seeks to expand the conceptualization of individual self-leadership and accordingly develop a reliable and valid scale. With new theorization on individual self-leadership, this study further demonstrates a cross-level motivational influence of team leadership behavior and individual beliefs on self-leadership. Moreover, a three-level trickle-down model is developed to examine the influences of organizational-level practices and team-level self-leadership on individuals’ self-leadership. Accordingly, this project aims to provide an extended conceptualization and measure of self-leadership, and further deepen the understanding of psychological mechanisms as well as of boundary conditions for the formation of individuals’ self-leadership. Meanwhile, this project may also offer practical implications for managers to motivate individuals’ self-leadership.
Peer Review Status:Awaiting Review
Subjects: Psychology >> Management Psychology Subjects: Psychology >> Personality Psychology submitted time 2019-09-29
Abstract： Extant literature has long documented the important role of employee voice behavior with such literature pointing to leadership as a vital antecedent to employee voice behavior. However, one relatively unexplored area in this stream or research is the understanding of, how leader’s voice endorsement affects employees’ voice behavior. Prior studies have investigated the relationship between leader’s behavior and employee voice through a motivational theoretical perspective or a cognitive theoretical perspective. First, the voice literature has drawn on social exchange theory, conservation of resources theory and expectancy theory to explain how employee voice can be triggered through leader behavior that enhances employee motivation to voice. Second, the literature has also drawn on implicit voice theory, information processing theory, and social cognition theory to understand how the leader influences employee voice through a cognitive lens. However, this results in a fragmented literature with the need for an overarching theory that links these perspectives. Therefore, we provide an integrated framework through the self-organizing goal system theory of human psychology. In doing so, we develop a goal self-organization framework of employee voice behavior which integrates the cognitive and motivational approaches to voice. Based on this framework, how employees self-organize their goal system can function as the core mechanism that influences employee’s voice. Further, we explain how leader’s voice endorsement can promote employee voice using this framework. Empirically, we tested the hypotheses that both employee’s work meaningfulness and voice efficacy mediate the positive relationship between leader’s voice endorsement and employee’s promotive voice and prohibitive voice. A two-wave survey was conducted in an internet-based financial company operating in Tianjin and Zhejiang. We used existing, validated measures with Chinese questionnaires as well as the standard translation and back-translation procedures to assure item wording validity. Separated surveys were distributed to the focal employees and their immediate supervisors at two different time points. At time 1, supervisors reported their voice endorsement behaviors towards particular subordinate. Two weeks later, focal employees reported their work meaningfulness, voice efficacy, and voice behavior. A sample of 73 supervisors and 236 subordinates’ valid responses was collected. We assessed the discriminant validity with confirmatory factor analysis and tested our hypotheses using Mplus and bootstrap analysis. Results of the confirmatory factor analysis showed good discriminant validity for the key variables, as well as a good fit between the hypothesized model and the data. In support of our hypotheses, the results revealed a significant positive relationship between leader’s voice endorsement and employee voice behavior (including promotive voice and prohibitive voice). Additionally, for both types of employee voice behavior, the aforementioned relationship was mediated by employee’s work meaningfulness and voice efficacy, indicating that there are dual psychological mechanisms: specifically, both motivational and cognitive, processes. Our results indicated that employee’s work meaningfulness and voice efficacy fully mediated the relationship between leader’s voice endorsement and both types of employee voice behavior. To sum up, this study contributes to theory by providing a goal self-organization framework to integrate the fragmented literature on voice from both a motivational and cognitive perspective. Drawing on the theory of human psychology, we integrate the cognitive and motivational perspective by introducing psychological goal system. Furthermore, our study extends the voice literature by showing how leader’s voice endorsement promotes employee voice. Based on this goal self-organization framework, we show that leader’s voice endorsement promotes the attainment of employee’s psychological goals, which in turn triggers and regulates the dual psychological mechanism, and drives individuals towards the fulfillment of their psychological goals. This framework extends our understanding of the leader endorsement-employee voice relationship and contributes to theoretical integration of the voice literature as well as surfaces implications for practice. The implications, limitations and future directions of the study are discussed. "
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