Leader trust and employee voice : The moderating role of empowering leader behaviors

By Liping Gao, Onne Janssen, Kan Shi. 2011

376 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6fa4ac9c404ef29890a03849c33d6e1706010eea

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management (2018, background): “Empirically, Gao et al. (2011) found that trust in management/leadership increases voice behaviors among telecommunication workers.”
We can do it! Inclusive leader language promotes voice behavior in multi-professional teams (2018, background): “likely to entrust themselves to their leader and engage in voice (Hsiung, 2012; Gao et al., 2011).”
Supervisory Responsiveness and Employee Self-Perceived Status and Voice Behavior (2015, background): “Recent studies by Gao et al. (2011) and van Dijke et al. (2012) may provide some guidelines for such interventions as they suggest that supervisors, even in situations of high trust and procedural fairness, should exhibit empowering leadership behaviors that actively encourage and invite employees…”
Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “Outcomes Name of studies Evaluations of leaders Trust in the leader (5 samples) Bobbio et al. (2012) Gao, Janssen, and Shi (2011) Harris, Li, Boswell, Zhang, and Xie (2014; Study 2) Zhang and Zhou (2014; Study 1) Zhang and Zhou (2014; Study 2) Leader–member exchange (5 samples) Z. Chen, Lam, and…”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Further, subordinates with high trust are willing to rely on information provided by the supervisor (Dirks and Ferrin, 2002; Holtz and Harold, 2008) and perceive that they have a voice (Gao et al., 2011).”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, background): “Gao et al. (2011) indicated that the positive relationship between trust in leader and employee voice is stronger when informing leadership behavior is higher.”