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Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process

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Abstract

This study investigates the psychological process of how authentic leadership affects employee voice behaviors. The theoretical model of this study proposes that employee positive mood and leader–member exchange (LMX) quality mediate the relationship between authentic leadership and voice behavior, while the procedural justice climate moderates the mediation effects of positive mood and LMX quality. Multi-level data from 70 workgroups of a real estate agent company in Taiwan support all hypotheses. This study reveals the cross-level effects of authentic leadership, and provides practical suggestions to help employees express their opinions in organizations.

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Notes

  1. The Authentic Leadership Questionnaire is copyright © 2007 by Bruce J. Avolio, William L. Gardner, and Fred. O. Walumbwa. This scale is distributed by Mind Garden, Inc., www.mindgarden.com. The use of this scale in the present study has been permitted by Mind Garden.

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  1. Department of Business Administration, National Dong Hwa University, 1, Section 2, Da Hsueh Road, Shou-Feng, Hualien, 97401, Taiwan

    Hsin-Hua Hsiung

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Hsiung, HH. Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process. J Bus Ethics 107, 349–361 (2012). https://doi.org/10.1007/s10551-011-1043-2

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