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Roles of self-efficacy and transformational leadership in explaining voice-job satisfaction relationship

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Abstract

Little is known about the consequences of promotive and prohibitive voice. Addressing this issue, this study empirically examined the relationship between promotive and prohibitive voice and job satisfaction, as well as the mediating role of self-efficacy and the moderating role of transformational leadership. Results from 88 employee–supervisor dyads indicated that promotive and prohibitive voice were positively related to job satisfaction. Moreover, the relationship between promotive voice and job satisfaction was fully mediated by self-efficacy, whereas the relationship between prohibitive voice and job satisfaction was partially mediated by self-efficacy. Transformational leadership moderated the effect of prohibitive voice on self-efficacy. Findings enrich the voice literature and provide practical implications. Organizations should encourage employees to engage in voice behavior and strengthen their self-efficacy. Team leaders should be trained and guided to keep suitable leadership style.

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Authors and Affiliations

  1. School of Management, University of Science and Technology of China, 96 Jinzhai Road, Hefei, Anhui, 230026, People’s Republic of China

    Jun Song & Changqing He

  2. School of Health Management, Anhui Medical University, Meishan Road 81, Hefei, Anhui, 230032, People’s Republic of China

    Wei Wu

  3. Faculty of Education, Beijing Normal University, Beijing, 100875, People’s Republic of China

    Xuesong Zhai

  4. Anhui Provincial Key Laboratory of Intelligent Building and Building Energy Saving, Anhui Jianzhu University, Hefei, 230026, People’s Republic of China

    Xuesong Zhai

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  1. Jun Song
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Correspondence to Xuesong Zhai.

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Song, J., He, C., Wu, W. et al. Roles of self-efficacy and transformational leadership in explaining voice-job satisfaction relationship. Curr Psychol 39, 975–986 (2020). https://doi.org/10.1007/s12144-018-9808-8

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