TY - JOUR
T1 - Transformational leadership and employee voice behavior
T2 - A Pygmalion mechanism
AU - Duan, Jinyun
AU - Li, Chenwei
AU - Xu, Yue
AU - Wu, Chia Huei
N1 - Publisher Copyright:
Copyright © 2016 John Wiley & Sons, Ltd.
PY - 2017/6
Y1 - 2017/6
N2 - We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders' voice expectation and employees' voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders' external voice expectation as their own voice role perception. In a time-lagged field study, we found that leaders' voice expectation and employees' voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees' personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed.
AB - We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders' voice expectation and employees' voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders' external voice expectation as their own voice role perception. In a time-lagged field study, we found that leaders' voice expectation and employees' voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees' personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed.
KW - leaders' voice expectation
KW - personal identification
KW - Pygmalion mechanism
KW - transformational leadership
KW - voice behavior
KW - voice role perception
UR - http://www.scopus.com/inward/record.url?scp=84999648449&partnerID=8YFLogxK
U2 - 10.1002/job.2157
DO - 10.1002/job.2157
M3 - Article
AN - SCOPUS:84999648449
SN - 0894-3796
VL - 38
SP - 650
EP - 670
JO - Journal of Organizational Behavior
JF - Journal of Organizational Behavior
IS - 5
ER -