David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 107 (3):349-361 (2012)
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
|Keywords||Authentic leadership Positive mood Leader–member exchange Procedural justice climate Voice behavior|
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References found in this work BETA
Louis W. Fry & Melanie P. Cohen (2009). Spiritual Leadership as a Paradigm for Organizational Transformation and Recovery From Extended Work Hours Cultures. Journal of Business Ethics 84 (2):265 - 278.
Richard M. Ryan & Edward L. Deci (2003). On Assimilating Identities to the Self: A Self-Determination Theory Perspective on Internalization and Integrity Within Cultures. In Mark R. Leary & June Price Tangney (eds.), Handbook of Self and Identity. Guilford Press. 253--272.
Citations of this work BETA
Rick Roof (2013). Authentic Leadership Questionnaire (ALQ) Psychometrics. Asian Journal of Business Ethics:1-8.
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