Cited by 556Job Satisfaction and Organizational BehaviorLabor Movements and UnionsEmployee Performance and Leadership

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I warn you because I like you: Voice behavior, employee identifications, and transformational leadership

Liu, Wu, Zhu, Renhong, Yang, Yongkang·2010·The Leadership Quarterly

DOI 10.1016/j.leaqua.2009.10.014

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“Implicit in the definition of voice is the idea that this behavior often entails risk, since offering even a seemingly constructive suggestion implies a challenge to the status quo (Liu, Zhu, & Yang, 2010 ).”
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Employee Voice and Silence
Morrison, E. W. (2014) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-031413-091328 · Cited by 1,836
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“…about change Wu, Neubert, and Yi (2007) Trust OCB Pillai et al. (1999) Job satisfaction Pillai et al. (1999), Liu et al. (2010a) Work stress Liu et al. (2010a) Leadership satisfaction Individual performance Bartram and Casimir (2007) Voice Detert and Burris (2007) Admiration Trust…”
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“Similarly, Liu et al. (2010) found that transformational leadership enhances follower voice behavior because it enhances follower OID.”
Background
Transformational leadership and performance outcomes: Analyses of multiple mediation pathways
Ng, T. W. H. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.11.008 · Cited by 516
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“The Moderating Role of Procedural Justice Climate Voice behaviors not only bring risks for employee themselves, but may also affect their colleagues’ rights and interests (Edmondson 2003), and their social relationship within organizations (Liu et al. 2010).”
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“Second, one of each focal participant's coworkers on the team was randomly selected and invited to rate the focal participant's knowledge sharing behavior (e.g., Liu, Zhu, & Yang, 2010).”
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Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?
Zhu, W., Newman, A., Miao, Q., & Hooke, A. W. (2012) · The Leadership Quarterly · doi:10.1016/j.leaqua.2012.08.004 · Cited by 351
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Johnson, R. E., Venus, M., Lanaj, K., Mao, C., & Chang, C.-H. (2012) · Journal of Applied Psychology · doi:10.1037/a0029043 · Cited by 291
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Byrne, A., Dionisi, A. M., Barling, J. I., Akers, A. L., Robertson, J. L., Lys, R., Wylie, J., & Dupré, K. E. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.09.003 · Cited by 330
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Zhang, Y., Huai, M., & Xie, Y. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2014.01.002 · Cited by 288
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Qu, R., Janssen, O., & Shi, K. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2014.12.004 · Cited by 278
“Consistent with this reasoning, field studies found a positive relationship between transformational leadership and follower identification with the leader (e.g., Kark et al., 2003; Liu et al., 2010).”
BackgroundResult
Voice Flows to and around Leaders
Detert, J. R., Burris, E. R., Harrison, D. A., & Martín, S. (2013) · Administrative Science Quarterly · doi:10.1177/0001839213510151 · Cited by 315
“…absence of studies examining multiple types of sender-target voice combinations simultaneously and in rich detail (Pauksztat, Steglich, and Wittek, 2011), it is difficult to make precise theoretical predictions about relationships between voice and performance outcomes (Liu, Zhu, and Yang, 2010).”
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Why and When Leaders’ Affective States Influence Employee Upward Voice
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Duan, J., Li, C., Xu, Y. Q., & Wu, C. (2016) · Journal of Organizational Behavior · doi:10.1002/job.2157 · Cited by 249
“of voice-related behaviors (Liang et al., 2012; Liu et al., 2010; Maynes & Podsakoff, 2014), as this would help us better understand whether the Pygmalion mechanism suggested in the current study would differentially influence different types of voice.”
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“Voice behavior, in general, tends to create tension, discomfort, or damage to one’s public image and relationships with others, potentially putting his or her position in danger (Detert and Burris 2007; Liu et al. 2010; Milliken et al. 2003).”
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“We used the speaking up scale developed by Liu et al. (2010) based on an earlier general voice scale (Van Dyne & LePine, 1998).”
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Wang, Q., Weng, Q. D., McElroy, J. C., Ashkanasy, N. M., & Lievens, F. (2014) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2014.03.004 · Cited by 172
“Such employees will be less likely to give up when problems arise and be more likely to share creative ideas voluntarily, to give warnings, or to encourage constructive changes (Liu et al., 2010; Tangirala & Ramanujam, 2008).”
Background
Who gets credit for input? Demographic and structural status cues in voice recognition.
Howell, T. M., Harrison, D. A., Burris, E. R., & Detert, J. R. (2015) · Journal of Applied Psychology · doi:10.1037/apl0000025 · Cited by 180
“Employees weigh the costs and benefits of speaking up or remaining silent (Liu et al., 2010), including whether their ideas will be considered or fairly evaluated by their leader (Ashford, Rothbard, Piderit, & Dutton, 1998; Burris et al., 2008).”
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We can do it! Inclusive leader language promotes voice behavior in multi-professional teams
Weiss, M., Kolbe, M., Grote, G., Spahn, D. R., & Grande, B. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.09.002 · Cited by 185
“Most of these studies have stressed that certain leadership styles and behaviors, such as transformational leadership (Den Hartog & Belschak, 2012; Liu et al., 2010), managerial openness (Detert & Burris, 2007), a high-quality social exchange (i.”
Background
The Value of Voice to Managers: Employee Identification and the Content of Voice
Burris, E. R., Rockmann, K. W., & Kimmons, Y. S. (2017) · Academy of Management Journal · doi:10.5465/amj.2014.0320 · Cited by 164
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“For example, ethical leadership (Walumbwa et al., 2012), transformational leadership (Liu et al., 2010) and leaders’ perceived display of openness (Detert and Burris, 2007) are typical leadership behaviors that explicate their impact on employee voice.”
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Social networks and employee voice: The influence of team members’ and team leaders’ social network positions on employee voice
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“Finally, given our focus on leader network positions as well, we also controlled for leader-related variables such as tenure with the leader, LMX (Detert & Burris, 2007; Liu et al., 2010) and leader fairness (e.”
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“Detert and Burris (2007) and Liu et al. (2010) revealed the positive effects of transformational leadership on employees’ voice behaviour.”
Background
When do emotionally exhausted employees speak up? Exploring the potential curvilinear relationship between emotional exhaustion and voice
Qin, X., DiRenzo, M. S., Xu, M., & Duan, Y. (2014) · Journal of Organizational Behavior · doi:10.1002/job.1948 · Cited by 120
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How and when peers’ positive mood influences employees’ voice.
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Self-citation
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“…identification (Bass, 1985; Kark et al., 2003); however, to our best knowledge, empirical studies scrutinizing the mediating role of subordinates' identification with their immediate organization (such as a project) in the transformational leadership process is still tenuous (Liu et al., 2010).”
Background
Ethical Leadership and Ethical Voice: The Mediating Mechanisms of Value Internalization and Integrity Identity
Zheng, Y., Epitropaki, O., Graham, L., & Caveney, N. (2021) · Journal of Management · doi:10.1177/01492063211002611 · Cited by 143
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Why and when job stressors impact voice behaviour: An ego depletion perspective
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LMX-differentiation strengthens the prosocial consequences of leader humility: An identification and social exchange perspective
Carnevale, J. B., Huang, L. V., & Paterson, T. A. (2018) · Journal of Business Research · doi:10.1016/j.jbusres.2018.11.048 · Cited by 107
Transformational leadership and voice behaviors
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Perceived leader behavioral integrity and employee voice in SMEs travel agents: The mediating role of empowering leader behaviors
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Perceived Empowering Leadership, Harmonious Passion, and Employee Voice: The Moderating Role of Job Autonomy
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“This research mainly focuses on harmonious passion because it is more consistently associated with the discretionary characteristic of voice (Liu et al., 2010, 2011; Ho et al., 2018).”
Background
Employee voice at work: the role of employees’ gender, self-efficacy beliefs, and leadership
Eibl, B., Lang, F. R., & Niessen, C. (2020) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1733979 · Cited by 104
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Mackey, J. D., Huang, L. V., & He, W. (2018) · Journal of Business Ethics · doi:10.1007/s10551-018-4024-x · Cited by 97
Emotional intelligence and project success: the roles of transformational leadership and organizational commitment
Faculty of Business Administration, H. C. M. C. O. U., DOAN, T. T. T., NGUYEN, L. C. T., & NGUYEN, T. D. N. (2020) · The Journal of Asian Finance, Economics and Business · doi:10.13106/jafeb.2020.vol7.no3.223 · Cited by 88
“Many studies such as Atwater, Carmeli, and Levi (2011), Martin and Epitropaki (2005), and Liu, Zhu, and Yang (2010) mentioned the leadership style might shape how their employees feel about their relationship and social identifications with their work organization.”
Background
Transformational leadership and work unit innovation: A dyadic two-wave investigation
Sheehan, M., Garavan, T. N., & MORLEY, M. J. (2019) · Journal of Business Research · doi:10.1016/j.jbusres.2019.10.072 · Cited by 112
Inclusive leadership and employees’ voice behavior: A moderated mediation model
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What Does it Take to Break the Silence in Teams: Authentic Leadership and/or Proactive Followership?
Guenter, H., Schreurs, B. H. J., van Emmerik, I. J. H., & Sun, S. (2016) · Applied Psychology · doi:10.1111/apps.12076 · Cited by 94
“…solicit and listen to suggestions (Tangirala & Ramanujam, 2012); (b) input receives fair and respectful treatment from leaders (Janssen & Gao, 2015); and (c) one s supervisor is a transformational, ethical, or authentic leader (Avey, Wernsing, & Palanski, 2012; Hsiung, 2012; Liu et al., 2010).”
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Relative Importance of Leader Influences for Subordinates’ Proactive Behaviors, Prosocial Behaviors, and Task Performance
Chiaburu, D. S., Smith, T. A., Wang, J., & Zimmerman, R. D. (2014) · Journal of Personnel Psychology · doi:10.1027/1866-5888/a000105 · Cited by 95
The Journal of Values-Based Leadership
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Transformational leadership and the work outcomes of Chinese migrant workers: The mediating effects of identification with leader
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“This is consistent with recent empirical work on transformational leadership theory (Kark et al., 2003; Shin and Zhou, 2003; Liu et al., 2010).”
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INTERORGANISATIONAL COLLABORATION FOR INNOVATION IMPROVEMENT IN MANUFACTURING FIRMS’S: THE MEDIATING ROLE OF SOCIAL PERFORMANCE
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Zhou, X., Wu, Z., Liang, D., Jia, R., Wang, M., Chen, C., & Lu, G. (2021) · Journal of Nursing Management · doi:10.1111/jonm.13306 · Cited by 78
The mediating role of transformational leadership in the relationship between cultural intelligence and employee voice behavior: A case of hotel employees
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Perceived organizational politics and employee silence: supervisor trust as a moderator
Khalid, J., & Ahmed, J. (2015) · Journal of the Asia Pacific Economy · doi:10.1080/13547860.2015.1092279 · Cited by 75
“…a strong relationship between the probabilities to voice or remain silent with the health of leader member exchange (LMX) and the perception therein one holds regarding his/her boss (e.g. Gaines 1980; Read 1962; Roberts and O’Reilly 1974; Liu, Zhu, and Yang 2010; Burris, Detert, and Chiaburu 2008).”
Background
The cross‐cultural study of LMX and individual employee voice: The moderating role of conflict avoidance
Park, J., & Nawakitphaitoon, K. (2017) · Human Resource Management Journal · doi:10.1111/1748-8583.12158 · Cited by 71
An interpersonal perspective to study silence in Indian organizations
Jain, A. K. (2015) · Personnel Review · doi:10.1108/pr-12-2013-0220 · Cited by 74
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“This study adopts the definition of Van Dyne and Le Pine (1998) and Liu et al. (2010) stating that voice behavior is one type of extra-role conduct which challenges the current situation with the goal of improving it.”
BackgroundMethod
Promoting Employee Voice and Upward Communication in Healthcare: The CEOʼs Influence
Adelman, K. (2012) · Journal of Healthcare Management · doi:10.1097/00115514-201203000-00009 · Cited by 67
“The finding was consistent with a recent study by Liu, Zhu, and Yang (2010), which found employees more likely to voice their thoughts toward a target with whom they strongly identified.”
Result
Narcissistic leadership and voice behavior: the role of job stress, traditionality, and trust in leaders
Yao, Z., Zhang, X., Liu, Z., Zhang, L., & Luo, J. (2019) · Chinese Management Studies · doi:10.1108/cms-11-2018-0747 · Cited by 68
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“A change in individuals’ psychology and behaviour depends not only on what the leader does but also on whether the behaviour of the leader causes individual psychological changes (W. Liu et al., 2010; Walumbwa & Schaubroeck, 2009).”
Background
To speak up effectively or often? The effects of voice quality and voice frequency on peers' and managers' evaluations
Brykman, K. M., & Raver, J. L. (2021) · Journal of Organizational Behavior · doi:10.1002/job.2509 · Cited by 74
Antecedents of project managers' voice behavior: The moderating effect of organization-based self-esteem and affective organizational commitment
Ekrot, B., Rank, J. D., & Gemünden, H. G. (2015) · International Journal of Project Management · doi:10.1016/j.ijproman.2015.10.011 · Cited by 69
“Manag. http://dx.doi.org/10.1016/j.ijproman.2015.10.011 With respect to future research avenues, a few recent studies (e.g., Liu et al., 2010) have partitioned the voice construct into different components according to the communication target.”
BackgroundInfluential
The Impact of Paradoxical Leadership on Employee Voice Behavior: A Moderated Mediation Model
Li, X., Xue, Y., Liang, H., & Yan, D. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.537756 · Cited by 72
Linking ethical leadership and moral voice
Afsar, B., & Shahjehan, A. (2018) · Leadership & Organization Development Journal · doi:10.1108/lodj-01-2018-0015 · Cited by 76
An integrative systematic review of employee silence and voice in healthcare: what are we really measuring?
Lainidi, O., Jendeby, M. K., Montgomery, A., Mouratidis, C., Paitaridou, K., Cook, C., Johnson, J., & Karakasidou, E. (2023) · Frontiers in Psychiatry · doi:10.3389/fpsyt.2023.1111579 · Cited by 83
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She, Z., Li, Q., Yang, B., & Yang, B. (2020) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2020.102524 · Cited by 63
IMPACT OF ETHICAL LEADERSHIP AND THRIVING AT WORK ON PSYCHOLOGICAL WELL-BEING OF EMPLOYEES: MEDIATING ROLE OF VOICE BEHAVIOUR
Yousaf, K., Abid, G., Butt, T. H., Ilyas, S., & Ahmed, S. (2019) · Business Management and Education · doi:10.3846/bme.2019.11176 · Cited by 66
Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations
Bracht, E. M., Monzani, L., Boer, D., Haslam, S. A., Kerschreiter, R., Lemoine, J. E., Steffens, N. K., Akfirat, S. A., Avanzi, L., Barghi, B., et al. (2022) · Applied Psychology · doi:10.1111/apps.12381 · Cited by 73
Transformational leadership and employee voice: an affective perspective
Wang, Z., Xu, S., Sun, Y., & Liu, Y. (2019) · Frontiers of Business Research in China · doi:10.1186/s11782-019-0049-y · Cited by 79
“2007), identification (Liu et al. 2010), trust (Conchie et al.”
BackgroundInfluential
Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews
Takahashi, K., Ishikawa, J., & Kanai, T. (2012) · Journal of World Business · doi:10.1016/j.jwb.2012.01.006 · Cited by 72

Authors: Liu, W., Zhu, R., & Yang, Y.
Affiliations: Hong Kong Polytechnic University (HK)
Sun Yat-sen University (CN)
Fudan University (CN)
Corresponding author: Liu, Wu
ORCID: Liu, Wu
Zhu, Renhong
Yang, Yongkang
Venue: The Leadership Quarterly
Publisher: Elsevier BV
Published: 2010-02
Volume: 21
Issue: 1
Pages: 189-202
ISSN: 1048-9843 (ISSN-L)
DOI: 10.1016/j.leaqua.2009.10.014
OpenAlex: W2150872720
Cited by: 555
References: 92
Citations by year: 2026: 22 · 2025: 31 · 2024: 43 · 2023: 42 · 2022: 46 · 2021: 57 · 2020: 54 · 2019: 53 · 2018: 44 · 2017: 32 · 2016: 33 · 2015: 27 · 2014: 19 · 2013: 21 · 2012: 20
FWCI: 17.24
Type: journal article
Language: en
Open access: closed
Licence: www.elsevier.com/tdm/userlicense/1.0/ (tdm)
www.elsevier.com/legal/tdmrep-license (tdm)
Locations: The Leadership Quarterly (publishedVersion)
PolyU Institutional Research Archive (Hong Kong Polytechnic University) (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: voice behavior, transformational leadership, employee identification, social identification, personal identification, speaking out, speaking up, supervisor-employee relations

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