Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process
By Hsin-Hua Hsiung. Journal of Business Ethics, 2011
358 citations recorded by the source corpus.
Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/ac62b2d08db4f5f8d49022f939a643e027fd7f45
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Citations in the corpus
- The Joint Moderating Effects of Activated Negative Moods and Group Voice Climate on the Relationship between Power Distance Orientation and Employee Voice Behavior (2017, background): “Although management scholars have not yet paid enough attention to the antecedents of voice climate, previous literature has found that leaders play an important role in shaping a favorable social context to foster employees voice (Hsiung, 2012).”
- An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses (2018, background): “However, five of the eight group-level AL studies (Hsiung, 2012; Leroy et al., 2012, 2015; Li et al., 2012; Rego et al., 2013) reported relatively low intraclass correlation 2 (ICC[2]) values for AL.”
- Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate (2017, background): “Team members’ constructive behaviors, such as employee voice, can improve organizational performance (Hsiung, 2012) because, as a prosocial role behavior, the voice of the team member can shape a team-based work context and establish a relationship between the team members and thus benefit…”
- Effect of authentic leadership on employee creativity in project-based organizations with the mediating roles of work engagement and psychological empowerment (2018, methodology): “…the use of role playing, and arranging leaderless group discussions can increase leaders self-awareness and it will help them to take a deep insight into their employees point of view (Hsiung, 2012; Ilies et al., 2005), and it will eventually make them extra authentic in their leadership style.”
- Perceived leader behavioral integrity and employee voice in SMEs travel agents: The mediating role of empowering leader behaviors (2018, background): “Previous studies have discussed the effects of leadership styles on employee voice, such as transformational leadership (Liu, Zhu, & Yang, 2010), authentic leadership (Hsiung, 2012), and ethical leadership (Walumbwa & Schaubroeck, 2009).”
- Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, methodology): “2002) is also not adopted as it requires large sample sizes and a larger number of employees per group (Hsiung 2012; Shin 2012).”
- 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).”
- How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy (2021, background): “In prior studies of leadership, leaders have been reported to have a positive influence on followers’ voice behavior through roles and initiatives tailored to the purposes of the organization [18,35,74].”
- Leading to Stimulate Employees' Ideas: A Quantitative Review of Leader–Member Exchange, Employee Voice, Creativity, and Innovative Behavior (2017, background): “On the other hand, prior research has focused more on the moderating rather than mediating mechanisms of the LMX–voice relationship (Hsiung, 2012; Van Dyne et al., 2008).”