Employees’ may view prohibitive voice—that is, expressing concerns about harmful practices in the workplace—as a moral yet interpersonally risky behavior. We, thus, predict that prohibitive voice is likely to be influenced by variables associated with moral and relational qualities. Specifically, we hypothesize that employees’ moral identity internalization—i.e., the centrality of moral traits in their self-concept—is positively associated with their use of prohibitive voice. Furthermore, we hypothesize that this association is stronger when employees enjoy a higher quality relationship with their leader. (...) In addition, drawing on the literature on moral symbolism, we hypothesize that workgroup moral identity symbolization—i.e., the extent to which workgroup members symbolically display moral traits—moderates the relationship between moral identity internalization and prohibitive voice in a compensatory manner. That is, workgroup moral identity symbolization enhances employees’ use of prohibitive voice when employees’ moral identity internalization is low. Data collected from hospital employees and their supervisors and coworkers support these hypotheses. These findings suggest new ways to promote prohibitive voice and, thereby, protect organizational stakeholders from harmful behaviors. (shrink)

Perceptions of psychological empowerment play a vital role in the way an individual perceives things at the workplace. In spite of this, there is scant research on the antecedents and consequences of psychological empowerment. This study is an attempt to fill this gap by analyzing the mediating role of psychological empowerment on the relationship between its antecedents (leader–member exchange) and its consequences (work engagement and psychological withdrawal behavior). Data were collected from 454 employees working in the Research and Development (R&D) (...) departments of the information technology (IT) and pharmaceutical sectors operating in India. Results suggest that employees who have a high-quality relationship with their leader have high psychological empowerment, they are highly engaged at work, and their psychological withdrawal behavior is also low. In addition to this, high levels of psychological empowerment have a positive impact on their engagement toward work, which further leads to a low psychological withdrawal behavior. The theoretical and practical implications of these results are discussed. (shrink)

Background Care is the basis of the nursing profession and nurse’s caring behavior is one of the important factors in patient satisfaction. On the other hand, psychological empowerment can improve the provision of care services, and leaders have a significant impact on the behavior of followers. This study determined the correlation between ethical leadership, psychological empowerment, and caring behavior from nurses’ perspective. Methods This cross-sectional descriptive study was conducted in 2019. A total of 200 nurses were selected by stratified random (...) sampling. Data were collected with ethical leadership, caring behavior and psychological empowerment questionnaires and analyzed with descriptive statistics (mean and standard deviation, frequency distribution) and inferential statistics (Pearson correlation coefficient, regression, and t-test) using SPSS20. Results The findings showed a significant correlation between ethical leadership, psychological empowerment (P < 0.001, r = 0.24) and caring behavior of nurses (P < 0.001, r = 0.25). Also, there was a significant correlation between psychological empowerment and nurses’ caring behavior (P = 0.002, r = 0.21). The regression analysis showed that ethical leadership and psychological empowerment are a predictor of caring behavior of nurses. Conclusion Applying an ethical leadership style by nursing managers can lead to nurses’ improved psychological empowerment and caring behaviors and ultimately, patient care quality. Thus, considering guidelines at the team and organizational levels and programs such as providing workshops and periodic counseling to cultivate ethical nurse leadership can lead to better caring behavior. (shrink)

The complexity of today’s organizational environment increasingly requires leaders to think in a dynamic and flexible way to resolve contradictory issues. This study explored and compared the effects of servant leadership and authoritarian leadership on employees’ work behavior from the perspectives of ambidextrous leadership theory and social exchange theory, and further examined the mediating role of psychological empowerment. In this study, 315 employees from state-owned communication companies in Shandong and Zhejiang Provinces in China were selected as subjects, and path analysis (...) was used to test the hypotheses. The results showed that servant leadership positively predicted organizational citizenship behavior and task performance. While authoritarian leadership negatively predicted organizational citizenship behavior and positively predicted task performance, psychological empowerment mediated the relationship between the two leadership styles and organizational citizenship behavior and task performance. Moreover, psychological empowerment and organizational citizenship behavior played a multiple mediating role between the two leadership styles and task performance. The theoretical implications of these findings for advancing the ambidextrous leadership theory in Chinese organizational contexts and practical approaches for corporate managers to effectively use ambidextrous leadership style were discussed. (shrink)

Behind the frequent occurrence of business scandals, it is often the silence and connivance of organizational immorality. Moral voice, a kind of employee active moral behavior, inhibits and prevents the organizational unethical phenomenon. Some researchers have sought to explore how to arouse employee moral voice. However, the limited studies mainly investigated the antecedents of leadership styles, ignoring the impact of the organizational factor on moral voice. Based on the self-determination theory, the current study constructs a theoretical model about how socially (...) responsible human resource management (SRHRM) affects employee moral voice via autonomous motivation and controlled motivation and further considering the moderating role of person–organization value fit. From a two-stage research method and the analysis of 260 valid data, we found that SRHRM promoted employee moral voice and this positive linkage was mediated by autonomous motivation but not by controlled motivation. Besides, the findings also revealed that person–organization fit moderated the indirect influences of SRHRM on moral voice via autonomous motivation, such that the indirect influence was stronger for a high level of person–organization value fit than the low level of person–organization value fit. Some theoretical and practical implications also be discussed. (shrink)

Previous literature has demonstrated that ethical leadership could predict employees’ voice behavior. However, it’s not clear how to heighten these positive effects of ethical leadership on employees’ voice behavior. Building on the AET and moral disengagement studies, we developed an integrated model. A three-wave field study investigated the relationship between ethical leadership and voice behavior by focusing on the mediating role of employees’ affective commitment and the moderating role of employees’ moral disengagement. Our matched data analysis results indicated that: employees’ (...) affective commitment partly mediated the relationship between ethical leadership and employees’ voice behavior. In addition, employees’ moral disengagement moderated the effect of ethical leadership on employees’ affective commitment and the effect of employees’ affective commitment on voice behavior, similarly, the indirect effect of ethical leadership on employees’ voice behavior via employees’ affective commitment. Theoretical and practical implications of these results are discussed. (shrink)

This study, which is based on survey data provided by 445 employees of a Chinese enterprise, examines the impact of authentic leadership on the proactive behavior of subordinates, in particular the mediating effect of subordinate psychological capital and the moderating effect of the compassion at work. The results of our structural equation model reveal that: (1) There is a significant positive correlation between authentic leadership and the proactive behavior of subordinates; (2) Psychological capital plays a full mediating role between authentic (...) leadership and subordinate proactive behavior; (3) Compassion at work has a moderating effect on the positive relationship between authentic leadership and subordinate psychological capital and proactive behavior. (shrink)

Objective: To investigate the relationship between psychological empowerment, psychological capital, job involvement, and the retention intention of kindergarten teachers in mainland China and the internal mechanism of action.Methods: A total of 554 kindergarten teachers were investigated by scales for psychological empowerment, psychological capital, job involvement, and retention intention.Results: Psychological empowerment was positively correlated with psychological capital and job involvement. Psychological capital was positively correlated with job involvement. Psychological empowerment, psychological capital, and job involvement were significantly and positively correlated with retention (...) intention. Psychological empowerment influences kindergarten teachers' retention intention mainly through three indirect effects: the single intermediary effects of psychological capital and job involvement and the chain intermediary effect of psychological capital → job involvement.Conclusion: Psychological empowerment can not only indirectly predict the retention intention of kindergarten teachers through the single intermediary effects of psychological capital and job involvement, but also indirectly predict the retention intention of kindergarten teachers through the chain intermediary effect of psychological capital and job involvement. (shrink)

The study reported in this paper analyzed the influence of leader psychological capital (PsyCap) on employees’ innovative behavior and the roles of psychological safety and growth need strength (GNS) in this process within the context of positive psychology theory and conservation of resources theory. Three stages of questionnaire surveys were administered to 81 enterprise leaders and their 342 direct subordinates in South China to test our theoretical model. The results showed that leader PsyCap had significant and positive effects on employee (...) innovative behavior, psychological safety had a partially mediating effect, and GNS positively moderated the relationship between psychological safety and innovative behavior. The results revealed the mechanism of PsyCap and external boundary conditions of the influence of leader PsyCap on employee innovative behavior. The study expands the research results of leader PsyCap theory and also provides guidance on how enterprises manage employees’ innovative behavior. (shrink)

This study investigates the effect of inclusive leadership on innovation performance with a mediating role of employee innovation behavior and the moderating role of psychological empowerment. Supervisors and employees of Saudi manufacturing firms are the participants of this study. This study used a quantitative research technique with a cross-sectional approach and a self-administrative survey questionnaire to collect the data. The data were analyzed by using the Smart PLS 3 software. The results depict that inclusive leadership has a significant positive impact (...) on the firm’s innovation performance. Employees’ innovation behavior has a significant mediating effect on the association of inclusive leadership and innovation performance. Findings revealed that PE has an important moderating role in the association of inclusive leadership and innovation performance. The findings of this study contribute to the body of knowledge by finding that inclusive leadership has a significant effect on the firm’s innovative performance and PE is crucial to enhance innovation performance. (shrink)