Cited by 347Job Satisfaction and Organizational BehaviorLabor Movements and UnionsEmployee Performance and Leadership

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Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process

Hsiung, Hsin-Hua·2012·Journal of Business Ethics

DOI 10.1007/s10551-011-1043-2

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Qi, L., Xu, Y., & Liu, B. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1313922 · Cited by 44
“Given that these two different types of leadership may also affect employees’ voice (Wong et al., 2010; Hsiung, 2012; Lin et al., 2017).”
BackgroundResultInfluential
Inclusive Leadership and Subordinates’ Pro-Social Rule Breaking in the Workplace: Mediating Role of Self-Efficacy and Moderating Role of Employee Relations Climate
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“Likewise, Hsiung (2012) found that authentic leadership was an efficient style in promoting positive affective states and nurturing positive social exchanges with their colleagues, who would be, in turn, more active in conveying their ideas, and in contributing effectively to work-related…”
Background
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“In a recent review study, Gardner et al. (2011) summarized the findings of empirical studies about followers' responses to Authentic Leadership and subsequent studies were linked to each other (Hsiung, 2012).”
Background
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Perrigino, M. B., Chen, H., Dunford, B. B., & Pratt, B. R. (2020) · Academy of Management Annals · doi:10.5465/annals.2019.0067 · Cited by 25
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“The existing studies alike promote team voice through team leadership because leaders are members’ biggest concern regarding voice behaviors (Hsiung 2012).”
Background
What Does It Take to Be a Social Entrepreneur?
Crawford, J., Kelder, J., & Knox, M. W. (2019) · Advances in business strategy and competitive advantage book series · doi:10.4018/978-1-7998-1108-4.ch011 · Cited by 24
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Linking Corporate Social Responsibility to Workplace Deviant Behaviors: Mediating Role of Job Satisfaction
Memon, K. R., Zada, M., Ghani, B., Ullah, R., Azim, M. T., Mubarik, M. S., Vega-Muñoz, A., & Castillo, D. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.803481 · Cited by 33
“…factors, such as tenure (Avery et al., 2011), employee past performance (Fuller et al., 2007), leadership (Walumbwa and Schaubroeck, 2009; Hsiung, 2012), human resource management practices (Davis-Blake et al., 2003; Si and Li, 2012), voice climate (Morrison, 2011; Engemann and Scott,…”
Background
Authentic leadership questionnaire (ALQ) psychometrics
Roof, R. (2013) · Asian Journal of Business Ethics · doi:10.1007/s13520-013-0031-2 · Cited by 24
Giving a voice to managers: forging the desire line through the creation of informal employee voice channels and productive resistance
Mowbray, P. K. (2017) · The International Journal of Human Resource Management · doi:10.1080/09585192.2017.1396552 · Cited by 27
“…such as openness (Detert & Burris, 2007), transformational (Detert & Burris, 2007; Duan, Li, Xu, & Wu, 2017; Liu, Zhu, & Yang, 2010), authentic (Hsiung, 2012), ethical (Walumbwa & Schaubroeck, 2009), empowering (Gao, Janssen, & Shi, 2011), participative and consultative (Tangirala & Ramanujam,…”
Background
How Korean Leadership Style Cultivates Employees’ Creativity and Voice in Hierarchical Organizations
Kim, H. K., Baik, K., & Kim, N. (2019) · SAGE Open · doi:10.1177/2158244019876281 · Cited by 26
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Cao, Q. R., Elking, I., & Gu, V. C. (2022) · The International Journal of Logistics Management · doi:10.1108/ijlm-04-2022-0153 · Cited by 23
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“In this sense, moral leadership is related to trust (Chen et al. 2014), and the more followers trust their supervisor, the more initiatives there will be (Hsiung 2012).”
Using observational research methods to study voice and silence in organizations
Meinecke, A. L., Klonek, F. E., & Kauffeld, S. (2016) · German Journal of Human Resource Management Zeitschrift für Personalforschung · doi:10.1177/2397002216649862 · Cited by 24
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Dedahanov, A. T., Fayzullaev, A. K. U., Abdurazzakov, O. S., Rakhmonov, D. A., & Zakirova, O. (2022) · Sustainability · doi:10.3390/su141912805 · Cited by 24
“Employee trust in superiors reduces employees’ concerns about being misunderstood and eventually leads employees to express their positions openly and freely [37].”
BackgroundResult
Investigating the complex relationships between leadership, psychological safety, intrinsic motivation, and nurses’ voice behavior in public hospitals using PLS-SEM
Jaaffar, T., & Samy, N. K. (2023) · Belitung Nursing Journal · doi:10.33546/bnj.2556 · Cited by 25
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Opoku, M. A., Choi, S. B., & Kang, S. (2019) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph17010214 · Cited by 30
“Hsiung [44] proposed that high LMX evolves to the level of partnership.”
Background
Harnessing brand authenticity to promote prosocial service behavior
Lim, W. M., Malik, N., Gupta, S., & Rai, H. (2024) · Journal of Brand Management · doi:10.1057/s41262-024-00352-1 · Cited by 27
“Furthermore, fostering open channels of communication is pivotal (Hsiung 2012).”
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Khan, H. G. A., Khan, M. A., Ali, M. I., Salem, S. A. M., Rashid, S., & Zahur, H. (2022) · Cogent Business & Management · doi:10.1080/23311975.2022.2119539 · Cited by 24
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Monzani, L., Ripoll, P., & Silla, J. M. P. (2014) · Psicothema · doi:10.7334/psicothema2013.67 · Cited by 19
“In other words, these behaviours should foster higher quality LMX (Ilies, Morgeson, & Nahrgang, 2005; Hsiung, 2011).”
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“Also, despite the multilevel conceptualization of authentic leadership, empirical research is predominantly focused on AL’s individual outcomes, with only three studies examining its organizational-level effects (ClappSmith et al., 2009; Hsiung, 2012; Musa et al., 2017).”
Background
I speak when boss Back up my family: testing the moderated mediation model of family supportive supervisor behavior and employee voice
Yin, W., Liao, S., Ouyang, X., Akhtar, M. N., & Zhou, X. (2021) · Current Psychology · doi:10.1007/s12144-021-02215-3 · Cited by 17
“…explored the impact of leadership behavior on employee behavior, most have focused on the workplace, examining transformational leadership (Liu et al., 2010), authentic leadership (Hsiung, 2012), paternalistic leadership (Zhang et al., 2015), or ethical leadership (Walumbwa & Schaubroeck, 2009).”
Background
Authentic leadership, perceived insider status, error management climate, and employee resilience: A cross-level study
Li, X., & Zhang, J. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.938878 · Cited by 20
“In the workplace, leadership has always been regarded as a key antecedent variable to predict employee’ responses (Williams et al., 2010; Hsiung, 2012).”
Background
Leader effectiveness – the missing link in the relationship between employee voice and engagement
Gyensare, M. A., Arthur, R., Twumasi, E., & Agyapong, J.-A. M. (2019) · Cogent Business & Management · doi:10.1080/23311975.2019.1634910 · Cited by 17
“The fit of CFA model was evaluated on the basis of χ(2) goodness-of-fit test and six other heuristics fit indices by Hu and Bentler (1998) and Bagozzi and Yi (2012): RMSEA 0.”
BackgroundMethod
Voice Endorsement and Employee Safety Voice Behavior in Construction Projects: The Mediating Role of Leader-Member Exchange
Sun, Y., Yang, H., Qian, C., Jiang, Y., Luo, X., & Wu, X. G. (2022) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph19063374 · Cited by 19
“, authentic leadership) and employee voice behavior [37,55,56].”
Background
Between a Rock and Hard Place: Combined Effects of Authentic Leadership, Organizational Identification, and Team Prototypicality on Managerial Prohibitive Voice
Monzani, L., Knoll, M. S., Giessner, S. R., van Dick, R., & Silla, J. M. P. (2019) · The Spanish Journal of Psychology · doi:10.1017/sjp.2019.1 · Cited by 17
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Frömmer, D., Hollnagel, G., Franke-Bartholdt, L., Strobel, A., & Wegge, J. (2021) · German Journal of Human Resource Management Zeitschrift für Personalforschung · doi:10.1177/2397002220984440 · Cited by 20
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Zhou, R., Yin, W., & Sun, L. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.751446 · Cited by 16
“Control Variables We controlled for team size and the average organizational tenure of each team, because these characteristics have been found to influence employee voice behavior (Hsiung, 2012; Lee et al., 2017) and team outcomes such as voice (Frazier and Bowler, 2015).”
Method
Nurturing the soul at work: unveiling the impact of spiritual leadership, interpersonal justice and voice behavior on employee intention to stay
Aboobaker, N., & Zakkariya, K. A. (2023) · International Journal of Ethics and Systems · doi:10.1108/ijoes-01-2023-0013 · Cited by 26
Authentic Leadership’s Impact on Follower Psychological Capital and Performance Through Organizational Identification and Role Clarity
Johnson, H. H., Bluhm, D. J., Hannah, S. T., Avolio, B. J., & Lester, P. B. (2023) · Human Performance · doi:10.1080/08959285.2023.2261002 · Cited by 20
“Given their internalized moral perspective, authentic leaders discuss ethics and values with followers and promote employee voice (Hsiung, 2012), which increases clarity on role constraints (Avolio, 2018).”
Background
How and when does authentic leadership reduce employee resistance to change? An explanation from uncertainty management theory
Zhu, Y., Long, L., Liu, W.-X., Shu, P.-P., & Chen, S. (2023) · Leadership & Organization Development Journal · doi:10.1108/lodj-03-2023-0155 · Cited by 12
A multilevel investigation of the leadership factors on food safety promotive and prohibitive voices through food safety consciousness
Yu, H. C., Guchait, P., Achyldurdyyeva, J., & Paşamehmetoğlu, A. (2021) · Journal of Hospitality and Tourism Management · doi:10.1016/j.jhtm.2021.04.007 · Cited by 16
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Xu, Z., & Yang, F. (2018) · Journal of Pacific Rim Psychology · doi:10.1017/prp.2018.23 · Cited by 18
“…that authentic leadership has a positive effect on group empowerment climate, in addition to its effect on the positive affective tone of the team (Hmieleski, Cole, & Baron, 2012), safety climate (Borgersen, Hystad, Larsson, & Eid, 2014), and justice climate (Hsiung, 2012; Kiersch & Byrne, 2015).”
Background
Voice More and Be Happier: How Employee Voice Influences Psychological Well-Being in the Workplace
Xu, J., Xie, B., Yang, Y., & Li, L. (2021) · International Journal of Mental Health Promotion · doi:10.32604/ijmhp.2021.013518 · Cited by 17
“In this definition, voice behavior is regarded as how employees have to say in work activities and decision-making and involves a manifestation of authenticity [39], including self-determining efforts to identify and express themselves.”
Background
A Social Exchange Perspective through the Lens of an Individual: Relationship between LMX, Voice and Organizational Commitment in Academia
Rashid, S., Dastgeer, G., & Kayani, T. (2018) · Business & Economic Review · doi:10.22547/ber/10.3.3 · Cited by 15
Inspiring employee voice through leader–member exchange
Tarkang, M. E., Nange, R. Y., & Öztüren, A. (2020) · Journal of Public Affairs · doi:10.1002/pa.2317 · Cited by 16
Authentic management as a moderator of the relationship between the congruence of gender role identity - gender management characteristics, and leader-member exchange (LMX)
Tzinerr, A., & Barsheshet-Picke, L. (2014) · Journal of Work and Organizational Psychology · doi:10.1016/j.rpto.2014.06.004 · Cited by 15
“An aware manager can influence his or her subordinates and be appreciated by them (Hsiung, 2011).”
BackgroundInfluential
Safety Leadership Defined within the Australian Construction Industry
Daniel, L. (2015) · Construction Economics and Building · doi:10.5130/ajceb.v15i4.4572 · Cited by 15
“Components of honesty have been linked with existing research on authentic leadership (Hsiung, 2012).”
Background
Mütevazı Liderlik Ölçeğinin Türkçe Uyarlaması ve Mütevazı Liderliğin Seslilik Davranışına Etkisi: Kuşak Farklılığının Düzenleyici Rolü (Turkish Adaptation of the Humble Leadership Scale and the Effect of Humble Leadership on Voice Behavior: The Moderator Role of Generation Differences)
Kerse, G., Koçak, D., & Özdemir, Ş. (2020) · Journal of Business Research - Turk · doi:10.20491/isarder.2020.943 · Cited by 16
How Can Servant Leadership Promote Employees’ Voice Behavior? A Moderated Chain Mediation Model
Chen, H., Wang, L., & Li, J. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.938983 · Cited by 13
“Although previous studies have proved that a critical antecedent variable of voice behavior is leadership style, they are primarily about transformational leadership (Long-Zeng et al., 2011), authentic leadership (Hsiung, 2012), and paternalistic leadership (Chan, 2013) and other leadership styles.”
Background
Initiative in Work Teams: Lever between Authentic Leadership and Results
Lisbona, A., Gil, A. L. H., Descals, F. J. P., & Fresé, M. (2021) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph18094947 · Cited by 19
“The behaviors of the authentic leader foster the involvement and participation of group members in decision-making processes and promote information sharing, which, in turn, makes it easier for people to feel more secure and in control of their environment, which increases the proactive behavior of employees [45,46].”
Background
Does My Humor Touch You? Effect of Leader Self-Deprecating Humour on Employee Silence: The Mediating Role of Leader-Member Exchange
An, J., Di, H., Yang, Z., & Yao, M. (2023) · Psychology Research and Behavior Management · doi:10.2147/prbm.s411800 · Cited by 14
Impact of Compassion on Voice Behavior: A Moderated Mediation Model
Nisar, A., Abid, G., Elahi, N. S., Athar, M. A., & Farooqi, S. (2020) · Journal of Open Innovation Technology Market and Complexity · doi:10.3390/joitmc6040148 · Cited by 16
“There are various studies that have highlighted the importance of good superior and subordinate relationships for enhancing voice behavior [71,103].”
Background
Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety
Liu, L., Wan, Z., & Wang, L. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.1069022 · Cited by 20
Çalışan Sessizliği ile Bazı Kişisel ve Örgütsel Özellikler Arasındaki İlişkinin Belirlenmesi: Öğretim Elemanları Üzerine Bir Araştırma
KULUALP, H. G. (2016) · Ege Akademik Bakis (Ege Academic Review) · doi:10.21121/eab.2016.482 · Cited by 14
Authentic Leadership Questionnaire: Case of its Validation through Structural Equation Modelling; Evidence from Pakistan
Bakari, H., & Hunjra, A. I. (2017) · Business & Economic Review · doi:10.22547/ber/9.2.2 · Cited by 14
Employee Strengths Mindset and Voice Behavior: The Roles of General Self-Efficacy and Leader–Member Exchange
Liu, F., Liu, J., & Ding, H. (2023) · Sustainability · doi:10.3390/su151511706 · Cited by 18
“Since employees high in strengths mindset always focus on strengths [20] and voice behavior is a type of positive behavior [11], strengths mindset may be positively correlated with voice behavior.”
Background
Employee Voice: A Systematic Literature Review
Mohammad, S. S., Nazir, N. A., & Mufti, S. (2023) · FIIB Business Review · doi:10.1177/23197145231153926 · Cited by 19
“For example, authentic leadership (Hsiung, 2012), moral leadership (Chan, 2013), leader–member exchange (Nazir et al., 2020), ethical leadership (Lam et al., 2016; Qi & Ming-Xia, 2013) and empowering leadership (Gao & Jiang, 2019) are positively related to employee voice, while supervisor…”
The Effect of the Accountability Variables of Responsibility, Openness, and Answerability on Authentic Leadership
Frederick, H. R., Wood, J. A. “., West, G. R. B., & Winston, B. E. (2016) · Journal of Research on Christian Education · doi:10.1080/10656219.2016.1237907 · Cited by 13
Authentic Leadership and Team Members’ Outcomes: A Cross-level and Multi-level Analysis
Nair, B. P., Prasad, T., & Nair, S. K. (2021) · Management and Labour Studies · doi:10.1177/0258042x211034614 · Cited by 16
The Double-Sided Effect of Empowering Leadership on Constructive Voice Behavior: Focusing on the Mediating Effects of Task Significance and Task Overload
Tian, X., & Chae, H. (2023) · Behavioral Sciences · doi:10.3390/bs13020180 · Cited by 12
“In so doing, it expands the flow of existing studies regarding the effects of various positive leadership styles, including transformational leadership [3], authentic leadership [79], and ethical leadership [80] on voice behavior.”
Background
From ethical leadership to green voice: A pathway to organizational sustainability
Hu, S., Ghardallou, W., Dong, R. K., Li, R. Y. M., & Nazeer, S. (2025) · Acta Psychologica · doi:10.1016/j.actpsy.2025.105116 · Cited by 12
An emergent understanding of influences on managers’ voices in SMEs
Cumberland, D. M., Shuck, B., Immekus, J. C., & Alagaraja, M. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-09-2016-0222 · Cited by 12
Authentic leadership and employee voice behavior: the effect of Chinese employees' Zhongyong thinking
Kim, S., Noh, G., & Miao, S. (2022) · International Journal of Organization Theory and Behavior · doi:10.1108/ijotb-01-2022-0016 · Cited by 14
How level 5 leadership escalates organizational citizenship behaviour in telecom sector of Pakistan? Exploring mediatory role of organizational dissent
Sarfraz, R., Rathore, K., Ali, K., Khan, M. A., & Zubair, S. S. (2022) · PLoS ONE · doi:10.1371/journal.pone.0276622 · Cited by 17
“The research conducted on authentic leadership and employee voice depicts a positive relationship [56].”
Background
Supervisor transgressions: a thematic analysis
Basford, T. E. (2014) · Leadership & Organization Development Journal · doi:10.1108/lodj-03-2012-0041 · Cited by 12
I am not proactive but I want to speak up: A self-concept perspective
Xiao, X., Zhou, Z. P., Yang, F., & Wang, S. (2021) · Current Psychology · doi:10.1007/s12144-021-02404-0 · Cited by 11
“Specifically, employee voice behavior may potentially be perceived as a risk because it can be seen as challenging the status quo (Hsiung, 2012; Whiting et al., 2012).”
Background
Instilling employees with meaning to communicate: servant leadership affecting employee voice behavior through meaning
Khan, M. M., Mubarik, M. S., Ahmed, S. S., Ali, S. R., & Siraj, S. M. S. (2023) · Global Knowledge, Memory and Communication · doi:10.1108/gkmc-06-2023-0218 · Cited by 13
If You Are like Me, I Think You Are More Authentic: An Analysis of the Interaction of Follower and Leader Gender
Tibbs, S., Green, M., Montoya, J. A., & Gergen, E. (2016) · Administrative Issues Journal Education Practice and Research · doi:10.5929/2016.6.1.8 · Cited by 11
“To date, multiple studies have found a significant positive correlation between authentic leadership and ethical leadership and behavior, as well as moral courage and employee trust in their leaders (Bird, Wang, Watson, & Murray, 2009; Clapp-Smith, Vogelgesang, & Avey, 2009; Hannah, Avolio, & Walumbwa, 2011; Hassan &…”
BackgroundInfluential
Leader prohibitive voice shapes employee voice through psychological safety moderated by self-efficacy and generational differences
Tian, X., Chae, H., Song, D., & Zhang, Y. (2025) · Scientific Reports · doi:10.1038/s41598-025-17500-5 · Cited by 10
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“Employees’ knowledge, opinions, and thoughts on their work have become more important in ensuring organizational innovation, organizational efficiency, productivity, and development (Çetin and Çakmakçı 2012; Hsiung 2012; Park and Nawakitphaitoon 2018).”
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“Hsin-Hua Hsiung reveals impacts of authentic leadership to employee voice behaviors by including LMX, positive moods, and procedural justice climate [56].”
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“Covariates in this study included the department, gender, age, experience, experience under the present supervisor, and hierarchy, all of which have been found to impact employees’ PVB in the past (e.g. Liang et al., 2012; Hsiung, 2012; Zhang et al., 2014; Jiang et al., 2018).”
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Influential
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“The management literature has repeatedly highlighted the value of employee communication behaviors (ECB) and the need for effective communication channels in organizations (Hsiung, 2012).”
Background
The influence of developmental feedback on voice: The mediating role of organisation-based self-esteem
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“…finding regarding the relationship between supervisors’ behaviour and employee voice, explaining how and why supervisor behaviour affects employee organisational citizenship (Avey et al ., 2012; Detert & Treviño, 2010; Farh & Chen 2014; Ferris et al ., 2009; Hsiung, 2012; Pierce & Gardner, 2004) .”
Background

Authors: Hsiung, H.-H.
Affiliations: National Dong Hwa University (TW)
Corresponding author: Hsiung, Hsin-Hua
ORCID: Hsiung, Hsin-Hua
Venue: Journal of Business Ethics
Publisher: Springer Science and Business Media LLC
Published: 2011-10-11
Volume: 107
Issue: 3
Pages: 349-361
ISSN: 0167-4544 (ISSN-L)
1573-0697
DOI: 10.1007/s10551-011-1043-2
OpenAlex: W1987377780
Cited by: 347
References: 85
Citations by year: 2026: 14 · 2025: 22 · 2024: 24 · 2023: 35 · 2022: 41 · 2021: 34 · 2020: 30 · 2019: 35 · 2018: 25 · 2017: 21 · 2016: 29 · 2015: 14 · 2014: 15 · 2013: 6 · 2012: 1
FWCI: 13.54
Type: journal article
Language: en
Open access: closed
Licence: www.springer.com/tdm (tdm)
Locations: Journal of Business Ethics (publishedVersion)
RePEc: Research Papers in Economics (submittedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Business, Management and Accounting › Industrial relations › Labor Movements and Unions
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
Keywords: authentic leadership, employee voice behavior, positive mood, leader-member exchange, mediation, cross-level effects, real estate agents

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