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Linking leader inclusiveness to employee voice: Exploring dual-mediation paths

Published online by Cambridge University Press:  08 November 2024

Lei Gong Open the ORCID record for Lei Gong [Opens in a new window] ,
Shuqin Zhang Open the ORCID record for Shuqin Zhang [Opens in a new window]  and
Zhiying Liu Open the ORCID record for Zhiying Liu [Opens in a new window]
Lei Gong
Affiliation:
Alibaba Business School, Hangzhou Normal University, Hangzhou, China
Shuqin Zhang*
Affiliation:
School of Finance, Nanjing University of Finance & Economics, Nanjing, China
Zhiying Liu
Affiliation:
School of Management, University of Science and Technology of China, Hefei, China
*
Corresponding author: Shuqin Zhang; Email: sq421226@126.com
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Abstract

Previous literature generally acknowledged that leader inclusiveness has positive effects on employee voice. However, emerging research and practice commentary highlight the importance of considering the potential dark side of leader inclusiveness on employee voice. This study examines the dual-path mechanism by which leader inclusiveness influences employee voice through perceived autonomy and cognitive dependence and investigates the moderating role of performance-prove goal orientation within this dynamic. Based on data from 286 independent leader–subordinate dyads working in China, we find that leader inclusiveness can promote employee voice by increasing perceived autonomy, and hinder employee voice by increasing cognitive dependence. Furthermore, performance-prove goal orientation weakens the positive indirect effect of leader inclusiveness on voice via perceived autonomy and strengthens the negative indirect effect of leader inclusiveness on voice via cognitive dependence. These findings contribute to a better understanding of how leader inclusiveness affects employee voice behavior through dual pathways and its boundary conditions.

Keywords

leader inclusivenessvoiceperceived autonomycognitive dependenceperformance-prove goal orientation

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 31 , Issue 2 , March 2025 , pp. 867 - 886
Copyright
© The Author(s), 2024. Published by Cambridge University Press in association with Australian and New Zealand Academy of Management.

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