Servant leadership and follower voice:The roles of follower felt responsibility for constructive change and avoidance-approach motivation

Ali Arain, Ghulam, Hameed, Imran and Crawshaw, Jonathan R (2019). Servant leadership and follower voice:The roles of follower felt responsibility for constructive change and avoidance-approach motivation. European Journal of Work and Organizational Psychology, 28 (4), pp. 555-565.

Abstract

Our study contributes to research exploring the differential antecedents of employee promotive and prohibitive voice. We first examined the mediating role of employee felt responsibility for constructive change (FRCC) in the positive relationship between servant leadership and their prohibitive and promotive voice. We then tested the differential moderating effects of employee dispositional avoidance-approach orientation, where the indirect effect of servant leadership on prohibitive voice is weakened for the high avoidance-motivated, and the indirect effect of servant leadership on promotive voice is weakened for the high approach-motivated. To test our hypotheses, multi-source data were collected from 231 supervisor-supervisee dyads working in a range of companies and sectors in the Kingdom of Saudi Arabia. As predicted, employee FRCC mediates the positive relationship between servant leadership and prohibitive voice and these indirect effects are significantly weaker for the high avoidance-motivated. We did not observe the predicted weakening effects of high approach-motivation on the indirect relationship between servant leadership and promotive voice. It seems servant leaders may be less influential for those avoidance-motivated individuals already predisposed to enact prohibitive forms of voice, such as voicing concerns about harmful organizational processes and practices. Implications for social exchange and role theories, and managerial practice, are discussed.

Publication DOI: https://doi.org/10.1080/1359432X.2019.1609946
Divisions: Aston Business School
Aston Business School > Work & Organisational Psychology
Additional Information: This is an Accepted Manuscript of an article published by Taylor & Francis Group in European Journal of Work and Organizational Psychology on 25 Apr 2019, available online at: http://www.tandfonline.com/10.1080/1359432X.2019.1609946.
Uncontrolled Keywords: Servant leadership,avoidance-approach motivation,felt responsibility for constructive change,voice,Applied Psychology,Organizational Behavior and Human Resource Management
Full Text Link:
Related URLs: https://www.tan ... 2X.2019.1609946 (Publisher URL)
http://www.scop ... tnerID=8YFLogxK (Scopus URL)
Accepted Date: 2019-04-14
Published Online Date: 2019-07-04
Published Date: 2019-07-04
Authors: Ali Arain, Ghulam
Hameed, Imran
Crawshaw, Jonathan R ( 0000-0001-7168-5607)

Download

[img]

Version: Accepted Version

Access Restriction: Restricted to Repository staff only until 25 April 2020.


Export / Share Citation


Statistics

Additional statistics for this record