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Cited by 54Job Satisfaction and Organizational BehaviorLabor Movements and UnionsEmployee Performance and Leadership

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Transformational leadership and employee voice: a model of proactive motivation

Zhang, Guilin, Inness, Michelle·2019·Leadership & Organization Development Journal
DOI 10.1108/lodj-01-2019-0017
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Abstract

Purpose: Drawing on the model of proactive motivation, the purpose of this paper is to examine how transformational leadership influences followers’ voice behavior through three proactive motivation states, namely, “reason to,” “can do” and “energized to.” It also examines the moderating role of followers’ proactive personality in the relationship between transformational leadership and employee voice. Design/methodology/approach: The online survey was distributed through Qualtrics using a two-wave design. In total, 1,454 participants completed the survey at Time 1, of those 447 also completed the survey at Time 2. Findings: Transformational leadership influences employee voice via followers’ promotion focus, role-breadth self-efficacy and affective commitment. Followers’ proactive personality attenuates the impact of transformational leadership on voice, supporting the substitute for leadership hypothesis. Research limitations/implications: Self-reported data are the main limitation of the present study. Other limitations include treating employee voice as a unidimensional construct and oversimplifying the impact of positive affect on voice. Practical implications: The present study suggests that training managers to demonstrate more transformational leadership behavior, enhancing employees’ proactive motivation and hiring proactive individuals are strategies to facilitate employee voice. Originality/value: The present study contributes to a better understanding of employee voice from a proactive motivation perspective. It also demonstrates that followers’ proactive personality is important “boundary condition” to transformational leadership.

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Metadata

Authors
Zhang, G., & Inness, M.
Affiliations
  • Troy University (US)
  • University of Alberta (CA)
ORCID
Venue
Leadership & Organization Development Journal
Publisher
Emerald
Published
2019-09-09
Volume
40
Issue
7
Pages
777-790
ISSN
0143-7739 (ISSN-L)
DOI
10.1108/lodj-01-2019-0017
OpenAlex
W2978993222
Cited by
54
References
13
Citations by year
2026: 4 · 2025: 18 · 2024: 6 · 2023: 10 · 2022: 8 · 2021: 7 · 2020: 1
FWCI
5.61
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
Leadership & Organization Development Journal (publishedVersion)
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
transformational leadership, employee voice, proactive motivation, proactive personality, promotion focus, role breadth self-efficacy, affective commitment

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