Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety.

By Fred Walumbwa, J. Schaubroeck. Journal of Applied Psychology, 2009

1,173 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/47fc7366ac6990839e8010b18e3f7e1edc72e438

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Citations in the corpus

Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry (2014, background): “…date has focused on investigating direct effects of ethical leadership, with only a few studies examining the mechanisms that link ethical leadership behaviour to various outcomes such as organizational citizenship behaviours (Piccolo et al. 2010) and employee voice (Walumbwa and Schaubroeck 2009).”
When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership (2019, background): “…determinants of employees’ discretionary reactions to ethical leadership (Avey, Wernsing, and Palanski 2012; Brown et al. 2005; Piccolo et al. 2010; Walumbwa and Schaubroeck 2009), we are unaware of any prior study directly examining under which condition ethical leadership may or may not help…”
New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders (2014, background): “However, empirical research on antecedents is still very rare and has primarily focused on the individual characteristics of the leader: ethical leadership has been related to the leader’s conscientiousness, agreeableness (Kalshoven et al. 2010; Walumbwa and Schaubroeck 2009) and emotional stability”
When Does Ethical Leadership Affect Workplace Incivility?: The Moderating Role of Follower Personality (2014, background): “Conscientious individuals have high regard for moral duties and obligations (Walumbwa & Schaubroeck, 2009) and are more likely to endorse and abide by ethical principles (Horn, Nelson, & Brannick, 2004; McFerran, Aquino, & Duffy, 2010).”
Voice, creativity, and big five personality traits: A meta-analysis (2018, background): “Furthermore, people with high levels of Conscientiousness have a greater sense of moral obligation (Walumbwa & Schaubroeck, 2009), and therefore feel more responsibility.”
Impact of inclusive leadership on innovative work behavior: The role of psychological safety (2017, background): “…which they communicate the importance of taking innovative actions and giving employees the guarantee that in case of negative consequences they will not be punished so that they experience a greater PS (Walumbwa & Schaubroeck, 2009; Carmeli, Reiter-Palmon, & Ziv, 2010; Zhang, Tsui, & Wang, 2011).”
Can a leader be seen as too ethical? The curvilinear effects of ethical leadership (2013, background): “Yet, prior work has mostly focused on beneficial aspects of ethical leadership in promoting OCB and in decreasing deviance (Mayer et al., 2009, 2012; Walumbwa & Schaubroeck, 2009).”
Serving the Self From the Seat of Power (2014, background): “…between agreeableness and the use of a servant or ethical leadership style by managers (de Vries, 2012; Kalshoven, Den Hartog, & De Hoogh, 2011; Walumbwa & Schaubroeck, 2009; Washington, Sutton, & Feild, 2006; Xu, Yu, & Shi, 2011), such that managers high in agreeableness were more likely to…”
Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams (2013, background): “Recently, Walumbwa and Schaubroeck (2009) found that leaders who engaged in active, ethical leadership created feelings of psychological safety in their followers, leading to higher levels of voice behavior.”
Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process (2011, positive): “Extant literature focuses on how to reduce employees’ concern and worry on voice behaviors (e.g., Detert and Burris 2007; Walumbwa and Schaubroeck 2009), but neglects the factors that encourage voice behaviors.”
Implications of core self-evaluations for a changing organizational context (2011, result): “Walumbwa and Schaubroeck (2009) found that leaded neuroticismwas weakly, negatively related to ethical leadership (r=−0.12), though, as with other research, it is possible that the overall core self-evaluations measure would have a stronger relationship than an individual core trait.”