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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“When problems arise, instead of giving up, such employees are more likely to share ideas, give warnings, or encourage constructive changes [67,68].”
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Encouraging employee voice: coworker knowledge sharing, psychological safety, and promotion focus
Lee, J., Kim, S. L., & Yun, S. (2021) · The International Journal of Human Resource Management · doi:10.1080/09585192.2021.2018014 · Cited by 65
“They have also identified contextual components such as leadership behavior, workplace climate, and organizational structure (Liu et al., 2010; Morrison, 2011).”
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Li, J., Liang, Q., Zhang, Z., & Wang, X. (2018) · International Journal of Manpower · doi:10.1108/ijm-06-2017-0137 · Cited by 60
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“109), voice is directed towards others within the workplace, either to peers (‘speaking out’) or supervisors/managers (‘speaking up’) (Liu et al., 2010).”
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Different identifications cause different types of voice: A role identity approach to the relations between organizational socialization and voice
Wu, W., Tang, F., Dong, X., & Liu, C. (2014) · Asia Pacific Journal of Management · doi:10.1007/s10490-014-9384-x · Cited by 57
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Cheng, J., Bai, H., & Hu, C. (2019) · Journal of Management & Organization · doi:10.1017/jmo.2019.49 · Cited by 57
How and when managers reward employees’ voice: The role of proactivity attributions.
Park, H., Tangirala, S., Hussain, I., & Ekkirala, S. (2022) · Journal of Applied Psychology · doi:10.1037/apl0001008 · Cited by 64
Transformational leadership and employee voice: a model of proactive motivation
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The Mediating Role of Psychological Empowerment in the Relationship Between Transformational Leadership and Organizational Identification of Employees
Bose, S., Patnaik, B., & Mohanty, S. (2020) · The Journal of Applied Behavioral Science · doi:10.1177/0021886320920951 · Cited by 54
“Liu et al. (2010) summarized that OI mediated the link between TL and behavior of voice.”
Background
Blessing or curse: The moderating role of political skill in the relationship between servant leadership, voice, and voice endorsement
Liao, C., Liden, R. C., Liu, Y., & Wu, J. (2021) · Journal of Organizational Behavior · doi:10.1002/job.2544 · Cited by 59
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Liao, Z., Cheng, J., & Chen, Q. (2022) · Corporate Social Responsibility and Environmental Management · doi:10.1002/csr.2236 · Cited by 53
Leaders’ receptivity to subordinates’ creative input: The role of achievement goals and composition of creative input
Sijbom, R. B. L., Janssen, O., & Yperen, N. W. V. (2014) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2014.964215 · Cited by 52
Alternative Mechanisms Guiding Salespersons’ Ambidextrous Product Selling
van der Borgh, M., de Jong, A., & Nijssen, E. J. (2015) · British Journal of Management · doi:10.1111/1467-8551.12148 · Cited by 54
“7 Research on proactive behaviour (e.g., Liu et al. 2010; Strauss et al. 2009) emphasizes that, next to leadership (as a situational mechanism), social identification (as a structural mechanism) is of importance to guide employees’ proactive behaviour.”
Proactive Personality, LMX, and Voice Behavior: Employee–Supervisor Sex (Dis)similarity as a Moderator
Wijaya, N. H. S. (2018) · Management Communication Quarterly · doi:10.1177/0893318918804890 · Cited by 56
Understanding the effects of empowering, transformational and ethical leadership on promotive and prohibitive voice: A moderated mediated examination
Jada, U. R., & Mukhopadhyay, S. (2019) · Personnel Review · doi:10.1108/pr-11-2017-0365 · Cited by 52
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Svendsen, M., & Joensson, T. S. (2016) · Leadership & Organization Development Journal · doi:10.1108/lodj-07-2014-0124 · Cited by 52
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Jung, H. S., & Yoon, H. H. (2019) · Journal of Service Theory and Practice · doi:10.1108/jstp-06-2018-0131 · Cited by 53
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Bush, J. T., Welsh, D. T., Baer, M. D., & Waldman, D. A. (2020) · Personnel Psychology · doi:10.1111/peps.12386 · Cited by 58
Feminizing leadership in the Middle East
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Ilyas, S., Abid, G., Ashfaq, F., Ali, M., & Ali, W. (2021) · SAGE Open · doi:10.1177/21582440211006734 · Cited by 60
“First, our study contributes to the individual micro-level analysis of transformational leadership as identified by W. Liu et al. (2010), by considering its impact on voice behavior of employees.”
Background
Too unsafe to voice? Authoritarian leadership and employee voice in Chinese organizations
Wu, T., Liu, Y., Hua, C., Lo, H., & Yeh, Y. Y. (2019) · Asia Pacific Journal of Human Resources · doi:10.1111/1744-7941.12247 · Cited by 52
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Duan, J., Xu, Y. Q., Wang, X., Wu, C., & Wang, Y. (2020) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12334 · Cited by 50
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Leader’s integrity and employee silence in healthcare organizations
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“Some of these proactive behaviors were similar to internal whistleblowing, such as voice and taking charge, which are challenging, autonomous and change-oriented in nature (Liu et al. 2010; Li et al. 2016).”
Employee Engagement and Affective Organizational Commitment: Mediating Role of Employee Voice among Indian Service Sector Employees
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“Macey and Schneider (2008) regarded employee engagement as an amalgamation of a psychological state and the behaviour it implies.”
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Zhang, S., Ren, S., & Tang, G. (2023) · Journal of Business Ethics · doi:10.1007/s10551-023-05494-x · Cited by 51
“For example, in the context of proactive behaviors, self-identity has been found to have a positive association with employee voice (Liu et al., 2010).”
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“Such prosocial behavior is also termed organizational citizen behavior (Van Dyne, Graham, & Dienesch, 1994) and has been linked to personality (LePine & Van Dyne, 2001), organizational identification (Liu et al., 2010), job satisfaction (Morrison, 2011), and duty orientation (Tangirala, Kamdar, Venkataramani, & Parke,…”
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Liu, F., Chow, I. H., Gong, Y., & Huang, M. (2019) · Review of Managerial Science · doi:10.1007/s11846-019-00334-7 · Cited by 48
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Felt responsibility for change in public organizations: general and sector-specific paths
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“In the private sector literature, transformational leadership is linked to pro-organizational behaviour largely through its effect on organization-based identification (Liu, Zhu, and Yang 2010).”
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Leading for Proactivity: How Leaders Cultivate Staff Who Make Things Happen
Parker, S. K., & Wu, C. (2014) · UWA Profiles and Research Repository (University of Western Australia) · Cited by 45
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Xu, Q., Zhang, G., & Chan, A. (2017) · Journal of Business Ethics · doi:10.1007/s10551-017-3691-3 · Cited by 50
“2009), discover potential problems at work (Liu et al. 2010) and promote change (Fuchs and Edwards 2011).”
Background
“Big brother is watching you”: surveillance via technology undermines employees’ learning and voice behavior during digital transformation
Kensbock, J. M., & Stöckmann, C. (2020) · Journal of Business Economics · doi:10.1007/s11573-020-01012-x · Cited by 55
“Voice behavior has a beneficial impact on organizations, as it leads to higher-quality organizational decision-making (Bur-ris 2012), heightened organizational effectiveness (Maynes and Podsakoff 2014), and increased competitiveness (Liu et al. 2010).”
Background
Servant Leadership, Proactive Work Behavior, and Performance Overall Rating: Testing a Multilevel Model of Moderated Mediation
González, J. A. V., Bande, B., Rio, M. D., & Jaramillo, F. (2019) · Journal of Business-to-Business Marketing · doi:10.1080/1051712x.2019.1603417 · Cited by 53
“Several researchers have shown that organizational identification increases employee’s voice behavior (Liu, Zhu, and Yang 2010), predicts prochange behavior (Fuchs and Edwards 2012) and employee readiness for organizational change (Hameed, Roques, and Arain 2013).”
Background
How Empowering Leadership and a Cooperative Climate Influence Employees’ Voice Behavior and Knowledge Sharing in the Hotel Industry
Chiang, C.-F., & Chen, J.-A. (2020) · Journal of Quality Assurance in Hospitality & Tourism · doi:10.1080/1528008x.2020.1802391 · Cited by 51
“Significant effects of transformational leadership (Detert & Burris, 2007; Liu et al., 2010), ethical leadership (Walumbwa & Schaubroeck, 2009), and authentic leadership (Hsiung, 2012) have been observed.”
Background
A qualitative investigation of work-family-supportive coworker behaviors
McMullan, A. D., Lapierre, L., & Li, Y. (2018) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2018.03.007 · Cited by 43
Voice and silence as immediate consequences of job insecurity
Breevaart, K., Bohle, S. L., Pletzer, J. L., & Medina, F. M. (2020) · Career Development International · doi:10.1108/cdi-09-2018-0226 · Cited by 42
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Jeung, C., & Yoon, H. J. (2017) · Journal of Management & Organization · doi:10.1017/jmo.2017.42 · Cited by 42
Empowered to Break the Silence: Applying Self-Determination Theory to Employee Silence
Ju, D., Ma, L., Ren, R., & Zhang, Y. (2019) · Frontiers in Psychology · doi:10.3389/fpsyg.2019.00485 · Cited by 45
How Does Leader Narcissism Influence Employee Voice: The Attribution of Leader Impression Management and Leader-Member Exchange
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Transformational leadership and employee communication behaviors: the role of communal and exchange relationship norms
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Paternalistic leadership and cabin crews’ upward safety communication: The motivation of voice behavior
Chen, S. (2017) · Journal of Air Transport Management · doi:10.1016/j.jairtraman.2017.02.007 · Cited by 43
LMX Differentiation and Voice Behavior: A Resource-Conservation Framework
Dong, Y., Jiang, J., Rong, Y., & Yang, B. (2020) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051820911354 · Cited by 44
“…styles (e.g., transformational leadership and ethical leadership), and high-quality exchange relationships with team members can motivate employees’ voice (Chen & Hou, 2016; Lee et al., 2017; W. Liu et al., 2010; Tröster & Van Knippenberg, 2012; Van Dyne et al., 2008; Walumbwa & Schaubroeck, 2009).”
Background
The role of the informal and formal organisation in voice about concerns in healthcare: A qualitative interview study
Wu, F. M., Dixon‐Woods, M., Aveling, E., Campbell, A., Willars, J., Tarrant, C., Bates, D. W., Dankers, C. A., Mitchell, I., Pronovost, P. J., et al. (2021) · Social Science & Medicine · doi:10.1016/j.socscimed.2021.114050 · Cited by 43
“We used the heuristic distinction between “ speaking up ” and “ speaking out ” first drawn by Liu et al. (2010), and since deployed in other settings, including in health-care (e.g. Ng et al., 2019; Tarrant et al., 2017).”
BackgroundMethod
Understanding the Influence of Authentic Leadership and Employee-Organization Relationships on Employee Voice Behaviors in Response to Dissatisfying Events at Work
Kim, Y., Lee, E., Kang, M., & Yang, S. (2022) · Management Communication Quarterly · doi:10.1177/08933189221085562 · Cited by 44
“Previous research has consistently found that employees who identify with their organization or have positive EOR are likely to seek and share positive organizational information and express constructive suggestions and opinions (considerate voice behaviors) (Kim & Rhee, 2011; Liu et al., 2010).”
Background
Upward Mobility, the Cleft Habitus, and Speaking Up: How Class Transitions Relate to Individual and Organizational Antecedents of Voice
Martín, S., & Harrison, S. H. (2022) · Academy of Management Journal · doi:10.5465/amj.2020.1550 · Cited by 41
Interpersonal antecedents to employee upward voice: mediating role of psychological safety
Subhakaran, S. E., & Dyaram, L. (2018) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-10-2017-0276 · Cited by 46
The curvilinear effect of perceived overqualification on constructive voice: The moderating role of leader consultation and the mediating role of work engagement
Duan, J., Xia, Y., Xu, Y. Q., & Wu, C. (2022) · Human Resource Management · doi:10.1002/hrm.22106 · Cited by 37
Determinants of Proactive Work Behavior of Employees During the COVID-19 Crisis
Khan, N. A. (2021) · European Journal of Psychology Open · doi:10.1024/2673-8627/a000007 · Cited by 43
Impact of Organizational Silence on Organizational Citizenship Behavior: Moderating Role of Procedural Justice
Fatima, A. (2015) · Journal of Economics Business and Management · doi:10.7763/joebm.2015.v3.296 · Cited by 39
Can China’s family firms create intellectual capital?
Su, E. Y., & Carney, M. (2012) · Asia Pacific Journal of Management · doi:10.1007/s10490-012-9302-z · Cited by 36
Transformational leadership and job involvement in the Middle East: the moderating role of individually held cultural values
Sheikh, A. Z., Newman, A., & Azzeh, S. A.-F. A. (2012) · The International Journal of Human Resource Management · doi:10.1080/09585192.2012.703216 · Cited by 39
“Through the provision of idealized influence, intellectual stimulation, inspirational motivation and individualized consideration, transformational leaders empower subordinates by providing them with higher levels of autonomy and participation in decision-making (Kark, Shamir and Chen 2003 ; Piccolo and Colquitt 2006…”
Background
The relationship between psychological contract and voice behavior—a social exchange perspective
Memon, K. R., & Ghani, B. (2020) · Asian Journal of Business Ethics · doi:10.1007/s13520-020-00109-4 · Cited by 39
When do low-initiative employees feel responsible for change and speak up to managers?
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How does ethical leadership boost follower's creativity? Examining mediation and moderation mechanisms
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Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange
Dai, Y.-D., Zhuang, W.-L., Yang, P.-K., Wang, Y.-J., & Huan, T.-C. T. C. (2020) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-03-2020-0211 · Cited by 36
Ethical leadership and its influence on employee voice behavior: role of demographic variables
Dua, A. K., Farooq, A., & Rai, S. (2022) · International Journal of Ethics and Systems · doi:10.1108/ijoes-10-2021-0200 · Cited by 43
On-work or off-work relationship? An engagement model of how and when leader–member exchange and leader–memberguanxipromote voice behavior
Song, X., Wu, W., Hao, S., Lu, X., Zhang, Y., & Liu, Y. (2017) · Chinese Management Studies · doi:10.1108/cms-03-2017-0058 · Cited by 36
Voice in safety-oriented organizations: Examining the intersection of hierarchical and mindful social contexts
Engemann, K. N., & Scott, C. (2018) · Human Resource Management Review · doi:10.1016/j.hrmr.2018.05.002 · Cited by 32
Unethical Leadership and Employee Extra-Role Behavior in Information Technology Sector: A Moderated Mediation Analysis
Zheng, F., Khan, N. A., & Khan, M. W. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.708016 · Cited by 34
“EXB is vital to remember in the Chinese context since most Chinese workers have a high power distance orientation, which suppresses the EXB of employees who are focused on work-related matters (Liu et al., 2010; Zhang et al., 2011).”
Background
Not All Transformational Leadership Behaviors Are Equal: The Impact of Followers’ Identification With Leader and Modernity on Taking Charge
Li, J., Furst‐Holloway, S., Gales, L. M., Masterson, S. S., & Blume, B. D. (2016) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051816683894 · Cited by 31
Participatory communication on internal social media – a dream or reality?
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The Cognitive and Affective Components of Organisational Identification: The Role of Perceived Support Values and Charismatic Leadership
Xenikou, A. (2012) · Applied Psychology · doi:10.1111/apps.12001 · Cited by 30
The Differential Effects of Transformational Leadership on Multiple Identifications at Work: A Meta‐analytic Model
Horstmeier, C. A. L., Boer, D., Homan, A. C., & Voelpel, S. C. (2016) · British Journal of Management · doi:10.1111/1467-8551.12160 · Cited by 33
“Consequently, identifications with different foci have been shown to be differentially related to outcomes (Liu, Zhu, and Yang, 2010; Riketta and Van Dick, 2005; Van Knippenberg and Van Schie, 2000).”
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Self-Sacrificial Leadership and Followers’ Affiliative and Challenging Citizenship Behaviors: A Relational Self-Concept Based Study in China
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Teacher Justice and Students’ Class Identification: Belief in a Just World and Teacher–Student Relationship as Mediators
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Investigation of the parameters influencing progress of concrete carbonation depth by using artificial neural networks
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Does artificial intelligence (AI) awareness affect employees in giving a voice to their organization? A cross-level model
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The Cross-Cultural Variation of the Effects of Transformational Leadership Behaviors on Followers’ Organizational Identification: The Case of Idealized Influence and Individualized Consideration in Finland and Russia
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Who says there’s a problem? Preferences on the sending and receiving of prohibitive voice
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“Researchers have explored how transformational leadership style influences voice levels (e.g. Detert and Burris, 2007; Liu et al., 2010), and this speaks to the overall climate in which employees assess risk.”
Background
Impact of women authentic leadership on their own mental wellbeing through ego depletion: moderating role of leader's sense of belongingness
Khan, N. A., Zhang, H., Khan, A., & Soomro, M. A. (2021) · Engineering Construction & Architectural Management · doi:10.1108/ecam-02-2021-0143 · Cited by 29
Employees’ Critical Thinking, Leaders’ Inspirational Motivation, and Voice Behavior
Jiang, J., Gao, A., & Yang, B. (2018) · Journal of Personnel Psychology · doi:10.1027/1866-5888/a000193 · Cited by 29
The Transformational Leadership Process : Antecedents, Mechanisms, and Outcomes in the Social Services
Tafvelin, S. (2013) · KTH Publication Database DiVA (KTH Royal Institute of Technology) · Cited by 28
Ideas endorsed, credit claimed: Managerial credit claiming weakens the benefits of voice endorsement on future voice behavior through respect and work group identification
Johnson, H. H., Wu, W., Zhang, Y., & Lyu, Y. (2023) · Human Relations · doi:10.1177/00187267231156791 · Cited by 28
“…voice, which represents a type of voluntary behavior employees engage in to improve the processes of the work group (Van Dyne and LePine, 1998), and research suggests that work group identification is positively associated with voice behavior (e.g., Liu et al., 2010; Tangirala and Ramanujam, 2008).”
Background
Linking Colleague Support to Employees’ Promotive Voice: A Moderated Mediation Model
Xie, X., Ling, C., Mo, S., & Luan, K. (2015) · PLoS ONE · doi:10.1371/journal.pone.0132123 · Cited by 29
“, [8]), and contextual factors such as leader-member exchange (LMX, e.”
Background
Leading With Callings: Effects of Leader’s Calling on Followers’ Team Commitment, Voice Behavior, and Job Performance
Park, J., Lee, K., Lim, J. I., & Sohn, Y. W. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.01706 · Cited by 29
High-commitment work systems and employee voice
Zhang, J., Akhtar, M. N., Zhang, Y., & Rofcanın, Y. (2019) · Employee Relations · doi:10.1108/er-08-2018-0218 · Cited by 33
Does participation generate creativity? A dual-mechanism of creative self-efficacy and supervisor-subordinate guanxi
Cai, W., Lin, L., Yang, C., & Fan, X. (2020) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1864329 · Cited by 29
“The prior studies have suggested many ways to improve employees’ identification with leaders (e.g., Gu et al., 2015; Liu et al., 2010).”
Background
How do empowered employees engage in voice behaviors? A moderated mediation model based on work-related flow and supervisors’ emotional expression spin
Park, I., Doan, T., Zhu, D., & Kim, P. B. (2021) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2021.102878 · Cited by 30
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Xun, Y., Li, M., & Zhang, H. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.731162 · Cited by 31
In search of a cross-level mechanism linking paternalistic leadership to employee voice behavior
Peng, J.-C., & Chen, S. (2022) · Management Decision · doi:10.1108/md-04-2021-0454 · Cited by 28
Breaking the silence
Nembhard, I. M., Labao, I., & Savage, S. V. (2014) · Health Care Management Review · doi:10.1097/hmr.0000000000000028 · Cited by 28
The Impact of Leader-member Exchange (LMX) and Empowerment on Employee Voice Behavior
Chan, S. C. H., & Yeung, D. (2016) · Nang yan business journal · doi:10.1515/nybj-2016-0004 · Cited by 29
Should I Speak Up? How Supervisory Communication, Team Culture, and Team Relationships Determine Employees’ Voice Behavior
Yue, C. A., Thelen, P. D., & Verghese, A. K. (2022) · International Journal of Business Communication · doi:10.1177/23294884221104794 · Cited by 34
“While numerous scholars have demonstrated the immense influence of leadership behaviors (e.g., authentic leadership, Hsiung, 2012; transformational leadership, Liu et al., 2010) on employee voice, few studies examined specific communication behaviors of team leaders.”
Empowering leadership and constructive voice behavior: a moderated mediated model
Jada, U. R., & Mukhopadhyay, S. (2018) · International journal of organizational analysis · doi:10.1108/ijoa-03-2017-1146 · Cited by 30
Individual and contextual predictors of team member proactivity: what do we know and where do we go from here?
Baroudi, S. E., Khapova, S. N., Jansen, P. G. W., & Richardson, J. (2018) · Human Resource Management Review · doi:10.1016/j.hrmr.2018.10.004 · Cited by 32
How Inclusive Leadership Influences Voice Behavior in Construction Project Teams: A Social Identity Perspective
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“The more strongly a PTM identifies with the project, the less likely his or her real voice, such as risk-prone concerns over the current project situation, will be misinterpreted (Liu et al., 2010).”
Background
Does justice matter in voice? Inclusive leadership and employee voice: the moderating role of organizational justice perception
Qi, L., Xu, Y., & Liu, B. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1313922 · Cited by 44
Why Am I Willing to Speak Up? The Impact of Spiritual Leadership on Employee Voice Behavior
Yang, X., Meng, Y., Qiu, Y., & Feng, Y. (2019) · Frontiers in Psychology · doi:10.3389/fpsyg.2019.02718 · Cited by 24
“In addition, the self-concept perspective indicates that leaders could build a strong relational self that motivates employees to voice (Liu et al., 2010).”
Background
Transformational leadership and teachers’ voice behaviour: A moderated mediation model of group voice climate and team psychological safety
Wang, G., Li, J., Liu, H., & Zaggia, C. (2025) · Educational Management Administration & Leadership · doi:10.1177/17411432221143452 · Cited by 26
“A growing body of empirical studies has well documented the positive relation between TL and employees ’ VB. Liu et al. (2010) analysed data from 191 Chinese employees in a variety of enterprises and showed that transformational leaders are more likely to elicit employees ’ identi ﬁ cation with the…”
Does Power Distance Necessarily Hinder Individual Innovation? A Moderated-Mediation Model
Luo, S., Wang, J., & Tong, D. Y. K. (2020) · Sustainability · doi:10.3390/su12062526 · Cited by 31
“Voice behavior occurs when individuals express their opinions, suggestions, and ideas to improve organizational effectiveness [66].”
BackgroundInfluential
Linking Leadership Styles and Two-way Communication to Engagement: A Study Among the Hospitality Employees in Bangladesh
Rabiul, M. K., Yean, T. F., Patwary, A. K., & Hilman, H. (2021) · International Journal of Hospitality & Tourism Administration · doi:10.1080/15256480.2021.1935391 · Cited by 34
“Several studies (e.g., Liu et al., 2010; Wang et al., 2016) have shown that such a leader relates positively to subordinates’ feedback-seeking and willingness-to-speak-up behavior.”
Background

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

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