| In the academic community, there has been a surge interest in the employee voice behavior since1970s. The present studies show that authentic leadership is more generic and represents than the other popular leadership theories, what we would term a "root construct". This paper develops a model that considers authentic leadership as a predictor of employee voice with leader-member exchange as a boundary condition for the relationship between authentic leadership and employee voice.The study reports responses of231employees from6organizations in Nanjing and Suzhou, the results showed are as follows:(1) authentic leadership includes4dimensions, namely the relational transparency, internalized moral, balanced processing and self-awareness.(2) employee voice includes2dimensions, namely promotive voice and prohibitive voice.(3) all the4dimensions of authentic leadership have positive correlations with employee voice including promotive voice and prohibitive voice.(4) leader-Member exchange’s moderating role is significant positive in promotive voice and significant negative in prohibitive voice.Theoretical and practical implications are discussed. To initiate employees’sincerity and honesty, organizational leaders should first display their authenticity and act as role models. |
PDF Full Text Request