Cited by 241Job Satisfaction and Organizational BehaviorTeam Dynamics and PerformanceWorkplace Violence and Bullying

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Why and When Leaders’ Affective States Influence Employee Upward Voice

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Liu, Wu, Song, Zhaoli, Li, Xian, Liao, Zhenyu·2017·Academy of Management Journal

DOI 10.5465/amj.2013.1082

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Abstract

Although researchers have argued that employees often carefully examine social contexts before speaking up to leaders, the role of leaders’ affective states has received little attention. The current research addresses this important issue from an emotion-as-social-information perspective by exploring whether, why, and when leaders’ affect influences employees’ voice behavior. By collecting data of 640 daily interactions from both sides of 85 leader–employee dyads using the experience sampling method through mobile surveys, we found that leaders’ positive affect was positively related to employees’ voice behavior. Furthermore, such a relationship could be accounted for through employees’ psychological safety directly via the emotional contagion mechanism (through employees’ own positive affect) but not directly via the signaling mechanism (through employees’ assessment of leaders’ positive affect); and the effects of both employees’ own positive affect and their assessments of leaders’ positive affect on psychological safety were stronger when the leader–member exchange relationship was weak. Interestingly, we also found that leaders’ negative affect was positively related to employees’ voice, but neither emotional contagion nor signaling mechanisms explained this effect. These findings highlight the important role of leaders’ affect in the voice process and also provide insights for when employees would choose to speak up to their leaders.

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Authors: Liu, W., Song, Z., Li, X., & Liao, Z.
Affiliations: Hong Kong Polytechnic University (HK)
National University of Singapore (SG)
ORCID: Liu, Wu
Song, Zhaoli
Li, Xian
Liao, Zhenyu
Venue: Academy of Management Journal
Publisher: Academy of Management
Published: 2017-02
Volume: 60
Issue: 1
Pages: 238-263
ISSN: 0001-4273 (ISSN-L)
1948-0989
DOI: 10.5465/amj.2013.1082
OpenAlex: W2188429209
Cited by: 241
References: 122
Citations by year: 2026: 23 · 2025: 23 · 2024: 27 · 2023: 29 · 2022: 37 · 2021: 35 · 2020: 19 · 2019: 19 · 2018: 16 · 2017: 11
FWCI: 21.26
Type: journal article
Language: en
Open access: green
hdl.handle.net
Locations: Academy of Management Journal (publishedVersion)
PolyU Institutional Research Archive (Hong Kong Polytechnic University) (submittedVersion)
National University of Singapore (submittedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Workplace Violence and Bullying
Keywords: positive affect, negative affect, psychological safety, emotional contagion, signaling mechanisms, leader-member exchange, leader-employee dyads, voice behavior

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Why and When Leaders’ Affective States Influence Employee Upward Voice

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