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Cited by 13Job Satisfaction and Organizational BehaviorLabor Movements and UnionsEmployee Performance and Management

How Can Servant Leadership Promote Employees’ Voice Behavior? A Moderated Chain Mediation Model

Open access
Chen, Hao, Wang, Liang, Li, Jingya·2022·Frontiers in Psychology
DOI 10.3389/fpsyg.2022.938983PMC PMC9291432
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Abstract

Purpose: Based on Social Exchange Theory, this paper constructs and evaluates the mediation model of servant leadership on employees’ voice behavior through psychological security and error learning ability and discusses the moderation role of work autonomy in the model. Design: This research used 424 employees and their direct superiors as the research objects and then conducted a paired survey at three points. Mplus7.4 software analyzed the empirical data. Findings: The results are shown servant leadership is positively correlated with employees’ voice behavior, but psychological security and error learning ability play a partial mediation role in the positive impact of servant leadership on employees’ voice behavior. while psychological security and error learning ability play a chain mediation role in the positive impact of servant leadership on employees’ voice behavior. Besides, work autonomy moderates the chain mediation path by enhancing the positive impact of servant leadership on psychological security. the higher the employees’ work autonomy is, the stronger the positive impact of servant leadership on psychological security will be, and the stronger the chain mediation effect of psychological security and error learning ability between servant leadership and employees’ voice behavior. Practical Implications: Managers should abandon the traditional “command and control” management mode, focus on the servant leadership style and improve employees’ psychological security through a comfortable and independent working environment. Besides, managers should set up a suitable error learning atmosphere mechanism, appropriately allow employees to work, give them a specific work autonomy, increase employees’ work flexibility, and encourage employees to provide a cheerful voice for the development and progress of the organization. Origin/value: From the perspective of Social Exchange, this study more comprehensively discusses the internal action path of the impact of servant leadership on employees’ voice behavior, enriches the antecedent variables of employees’ voice behavior, expands the existing research on the mediation mechanism of servant leadership, deepens the understanding of the efficiency mechanism of servant leadership, and has enlightenment significance for managers to stimulate employees’ voice better.

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Authors
Chen, H., Wang, L., & Li, J.
Affiliations
  • Wuhan University (CN)
  • Panyapiwat Institute of Management (TH)
  • Ningxia University (CN)
Corresponding author
Li, Jingya
ORCID
Venue
Frontiers in Psychology
Publisher
Frontiers Media SA
Published
2022-07-04
Volume
13
Pages
938983-938983
ISSN
1664-1078 (ISSN-L)
DOI
10.3389/fpsyg.2022.938983
PMC
PMC9291432
OpenAlex
W4283801864
Cited by
13
References
78
Citations by year
2025: 7 · 2024: 4 · 2023: 2
FWCI
3.07
Type
journal article
Language
en
Open access
Licence
Locations
  • Frontiers in Psychology (publishedVersion, cc-by)
  • PubMed Central (publishedVersion, cc-by)
  • PubMed (publishedVersion)
  • DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Public Administration › Labor Movements and Unions
  • Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
Keywords
servant leadership, employee voice behavior, psychological security, employee autonomy, serial mediation, moderated mediation, social exchange theory, command-and-control management

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