Ethical Leadership Connects Voice Behavior: The Mediating Role of Harmony
Journal of Business and Economic Development
Volume 5, Issue 2, June 2020, Pages: 56-63
Received: Feb. 24, 2020; Accepted: Mar. 12, 2020; Published: Mar. 24, 2020
Views 6      Downloads 6
Authors
Manh-Cuong Vu, Business School, Hunan University, Changsha, China
Quang-Thang Tran, Department of Business Administration, Hanoi University of Industry, Ha Noi, Viet Nam
Thi-Trang-Nhung Nguyen, Department of Business Administration, Hanoi University of Industry, Ha Noi, Viet Nam
Article Tools
Follow on us
Abstract
This paper presents the findings of a study which examined the relationship between ethical leadership, organizational harmony, and two dimensions of employee voice behavior including employee promotive voice behavior and employee prohibitive voice behavior in the Vietnamese workplace. Further, the study determined the influence of ethical leadership, and organizational harmony on two dimensions of employee voice behavior. This articles also test the mediating role of organizational harmony in the relationship between ethical leadership and employee voice behavior. Although these interrelations are very important for enhancing employee voice behavior, few empirical studies analyze these relationship together. Besides, few empirical studies analyze these relationship in the Vietnamese context. Finally, the study examined the most important factor that influences employee voice behavior. This article explores those relationships using SEM with data from 687 employees in Vietnamese companies. The findings indicated that ethical leaders can foster organizational harmony that promotes employee promotive and prohibitive voice behavior. The analytical results also shown that organizational harmony plays a mediating role in the relationship between ethical leadership and employee promotive and prohibitive voice behavior. On the other hand, there is a positive association exists between organizational harmony and employee promotive and prohibitive voice behavior. Implications for future research, theory, and practice were discussed.
Keywords
Ethical Leadership, Organizational Harmony, Promotive Voice, Prohibitive Voice
To cite this article
Manh-Cuong Vu, Quang-Thang Tran, Thi-Trang-Nhung Nguyen, Ethical Leadership Connects Voice Behavior: The Mediating Role of Harmony, Journal of Business and Economic Development. Vol. 5, No. 2, 2020, pp. 56-63. doi: 10.11648/j.jbed.20200502.11
Copyright
Copyright © 2020 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
References
[1]
J. B. Avey, T. S. Wernsing, and M. E. Palanski, "Exploring the process of ethical leadership: The mediating role of employee voice and psychological ownership," Journal of Business Ethics, vol. 107, pp. 21-34, 2012.
[2]
X. Zhou, J.-Q. Liao, Y. Liu, and S. Liao, "Leader impression management and employee voice behavior: Trust and suspicion as mediators," Social Behavior and Personality: an international journal, vol. 45, pp. 1843-1854, 2017.
[3]
B. Kwon, E. Farndale, and J. G. Park, "Employee voice and work engagement: Macro, meso, and micro-level drivers of convergence?," Human Resource Management Review, vol. 26, pp. 327-337, 2016.
[4]
M. E. Brown, L. K. Treviño, and D. A. Harrison, "Ethical leadership: A social learning perspective for construct development and testing," Organizational behavior and human decision processes, vol. 97, pp. 117-134, 2005.
[5]
T. W. Ng and D. C. Feldman, "Employee voice behavior: A meta‐analytic test of the conservation of resources framework," Journal of Organizational Behavior, vol. 33, pp. 216-234, 2012.
[6]
J. Liang, C. I. Farh, and J.-L. Farh, "Psychological antecedents of promotive and prohibitive voice: A two-wave examination," Academy of Management Journal, vol. 55, pp. 71-92, 2012.
[7]
V. Venkataramani and S. Tangirala, "When and why do central employees speak up? An examination of mediating and moderating variables," Journal of Applied Psychology, vol. 95, p. 582, 2010.
[8]
G. Gazzoli, A. Zablah, and T. Brown, "Why do frontline employee speak up on behalf of customers? The influence of supervisors vesus coworkers and the role of intrapersonal factors," in Robert Mittelsaedt Doctoral Symposium, 2017, p. 217.
[9]
L. Van Dyne and J. A. LePine, "Helping and voice extra-role behaviors: Evidence of construct and predictive validity," Academy of Management journal, vol. 41, pp. 108-119, 1998.
[10]
A. S.-Y. Chen and Y.-H. Hou, "The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination," The Leadership Quarterly, vol. 27, pp. 1-13, 2016.
[11]
S.-H. J. Lin and R. E. Johnson, "A suggestion to improve a day keeps your depletion away: Examining promotive and prohibitive voice behaviors within a regulatory focus and ego depletion framework," Journal of Applied Psychology, vol. 100, p. 1381, 2015.
[12]
X. Wei, Z.-X. Zhang, and X.-P. Chen, "I will speak up if my voice is socially desirable: A moderated mediating process of promotive versus prohibitive voice," Journal of Applied Psychology, vol. 100, p. 1641, 2015.
[13]
A. Ardichvili and D. Jondle, "Integrative literature review: Ethical business cultures: A literature review and implications for HRD," Human Resource Development Review, vol. 8, pp. 223-244, 2009.
[14]
L. Yuan, M.-C. Vu, and T.-T.-N. Nguyen, "Ethical leadership, leader-member exchange and voice behavior: Test of mediation and moderation processes," in Proceedings of the 2018 2nd International Conference on Management Engineering, Software Engineering and Service Sciences, 2018, pp. 33-42.
[15]
J. Liang, C. I. C. Farh, and J.-L. Farh, "Psychological antecedents of promotive and prohibitive voice: a two-wave examination," The Academy of Management Journal, vol. 55, pp. 71-92, 2012.
[16]
T. Chin, "An empirical study on harmonious organizations," Journal of Sun Yat-sen University, vol. 50, pp. 164-174, 2010.
[17]
L. Zhou, B. R. Barnes, and Y. Lu, "Entrepreneurial proclivity, capability upgrading and performance advantage of newness among international new ventures," Journal of International Business Studies, vol. 41, pp. 882-905, 2010.
[18]
M. E. Debus, T. M. Probst, C. J. König, and M. Kleinmann, "Catch me if I fall! Enacted uncertainty avoidance and the social safety net as country-level moderators in the job insecurity–job attitudes link," Journal of Applied Psychology, vol. 97, p. 690, 2012.
[19]
G. Atinc, M. J. Simmering, and M. J. Kroll, "Control variable use and reporting in macro and micro management research," Organizational Research Methods, vol. 15, pp. 57-74, 2012.
[20]
J. C. Nunnally, Psychometric theory 3E: Tata McGraw-Hill Education, 1994.
[21]
J. C. Anderson and D. W. Gerbing, "Structural equation modeling in practice: A review and recommended two-step approach," Psychological bulletin, vol. 103, p. 411, 1988.
[22]
K. J. Preacher and A. F. Hayes, "Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models," Behavior research methods, vol. 40, pp. 879-891, 2008.
[23]
D. M. Mayer, K. Aquino, R. L. Greenbaum, and M. Kuenzi, "Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership," Academy of Management Journal, vol. 55, pp. 151-171, 2012.
ADDRESS
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
U.S.A.
Tel: (001)347-983-5186