Skip to main content

How and When Does Leader Behavioral Integrity Influence Employee Voice? The Roles of Team Independence Climate and Corporate Ethical Values

Abstract

Management literature has repeatedly shown that an absence of voice can have serious negative influences on team and organization performance. However, employees often withhold suggestions or advices when they have ideas, concerns, or opinions. The present study proposes leader behavioral integrity as a key antecedent of employee voice, and investigates how and when leader behavioral integrity influences employee voice. Specifically, we argue that leader behavioral integrity affects employee voice via team independence climate. In addition, we propose a moderating effect of corporate ethical values. The results from a study of 134 managers and 408 employees provide support for this moderated mediation model. Leader behavioral integrity positively affects employee voice via team independence climate, but only when ethical values are emphasized in organizations. These results suggest that leader behavioral integrity, along with team independence climate and corporate ethical values, is very important for fostering employee voice.

This is a preview of subscription content, access via your institution.

Fig. 1
Fig. 2

References

  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315–338.

    Google Scholar 

  • Baker, T. L., Hunt, T. G., & Andrews, M. C. (2006). Promoting ethical behavior and organizational citizenship behaviors: The influence of corporate ethical values. Journal of Business Research, 59, 849–857.

    Google Scholar 

  • Bandura, A. (1977). Social learning theory. Englewood Cliffs: Prentice Hall.

    Google Scholar 

  • Bass, B., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181–217.

    Google Scholar 

  • Bass, B., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10, 181–217.

    Google Scholar 

  • Bauer, D. J., Preacher, K. J., & Gil, K. M. (2006). Conceptualizing and testing random indirect effects and moderated mediation in multilevel models: New procedures and recommendations. Psychological Methods, 11, 142–163.

    Google Scholar 

  • Bliese, P. (2000). Within-group agreement, non- independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research and methods in organizations (pp. 512–556). San Francisco: Jossey-Bass.

    Google Scholar 

  • Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.

    Google Scholar 

  • Cheng, M., & Wang, L. (2015). The mediating effect of ethical climate on the relationship between paternalistic leadership and team identification: A team-level analysis in the Chinese context. Journal of Business Ethics, 129, 639–654.

    Google Scholar 

  • Colquitt, J. A., Noe, R. A., & Jackson, C. L. (2002). Justice in teams: Antecedents and consequences of procedural justice climate. Personnel Psychology, 55, 83–109.

    Google Scholar 

  • Craig, S. B., & Gustafson, S. B. (1998). Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity. Leadership Quarterly, 9, 127–145.

    Google Scholar 

  • Cross, S. E., & Madson, L. (1997). Models of the self: Self-construals and gender. Psychological Bulletin, 122, 5–37.

    Google Scholar 

  • Cullen, J. B., Parboteeah, K. P., & Victor, B. (2003). The effects of ethical climates on organizational commitment: A two-study analysis. Journal of Business Ethics, 46, 127–141.

    Google Scholar 

  • Davis, A., & Rothstein, H. (2006). The effects of perceived behavioral integrity of managers on employee attitudes: A meta-analysis. Journal of Business Ethics, 67, 407–419.

    Google Scholar 

  • Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50, 869–884.

    Google Scholar 

  • Detert, J. R., Burris, E. R., & Harrison, D. A. (2010). Debunking four myths about employee silence. Harvard Business Review, 88, 26.

    Google Scholar 

  • Detert, J. R., Burris, E. R., Harrison, D. A., & Martin, S. (2013). Voice flows to and around leaders: understanding when units are helped or hurt by employee voice. Administration Science Quarterly, 58, 624–668.

    Google Scholar 

  • Detert, J. R., & Trevino, L. K. (2010). Speaking up to higher ups: How supervisor and skip-level leaders influence employee voice. Organization Science, 21, 249–270.

    Google Scholar 

  • Dickson, M. W., Smith, D. B., Grojean, M. W., & Ehrhart, M. (2001). An organizational climate regarding ethics: the outcome of leader values and the practices that reflect them. The Leadership Quarterly, 12, 197–217.

    Google Scholar 

  • Dineen, B. R., Lewicki, R. J., & Tomlinson, E. C. (2006). Supervisory guidance and behavioral integrity: Relationships with employee citizenship and deviant behavior. Journal of Applied Psychology, 91(3), 622–635.

    Google Scholar 

  • Fritz, J. H., O’Neil, N. B., Popp, A. M., Williams, C., & Arnett, R. C. (2013). The influence of supervisory behavioral integrity on intent to comply with organizational ethical standards and organizational commitment. Journal of Business Ethics, 114, 251–263.

    Google Scholar 

  • Frone, M. R. (1999). Work stress and alcohol use. Alcohol Research & Health, 23, 284–291.

    Google Scholar 

  • Fry, M. D., & Gano-Overway, L. A. (2010). Exploring the contribution of the caring climate to the youth sport experience. Journal of Applied Sport Psychology, 22, 294–304.

    Google Scholar 

  • Fu, W., & Deshpande, S. P. (2014). The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a china’s insurance company. Journal of Business Ethics, 124, 339–349.

    Google Scholar 

  • Gao, L., Janssen, O., & Shi, K. (2011). Leader trust and employee voice: the moderating role of empowering leader behaviors. Leadership Quarterly, 22, 787–798.

    Google Scholar 

  • Gentile, M. (2010). Giving voice to values. How to speak your mind when you know what’s right. Yale: Yale University Press.

    Google Scholar 

  • George, J. M., & James, L. R. (1993). Personality, affect, and behavior in groups revisited: Comment on aggregation, level of analysis, and a recent application of within and between analysis. Journal of Applied Psychology, 78, 798–804.

    Google Scholar 

  • Grojean, M. W., Resick, C. J., Dickson, M. W., & Smith, D. B. (2004). Leaders, values, and organizational climate: Examining leadership strategies for establishing an organizational climate regarding ethics. Journal of Business Ethics, 55, 223–241.

    Google Scholar 

  • Guiso, L., Sapienza, P., & Zingales, L. (2015). The values of corporate culture. Journal of Financial Economics, 117(1), 60–76.

    Google Scholar 

  • Hambrick, D. C., & Mason, P. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9, 193–206.

    Google Scholar 

  • Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis. New York: Guilford Press.

    Google Scholar 

  • Hayes, A. F. (2015). An index and test of linear moderated mediation. Multivariate Behavioral Research, 50, 1–22.

    Google Scholar 

  • Hirschman, A. O. (1970). Exit, voice, and loyalty: Responses to decline in firms, organizations, and states. Cambridge: Harvard University Press.

    Google Scholar 

  • Hsiung, H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of Business Ethics, 107, 349–361.

    Google Scholar 

  • Hunt, S. D., Wood, V. R., & Chonko, L. B. (1989). Corporate ethical values and organizational commitment in marketing. Journal of Marketing, 53(3), 79–90.

    Google Scholar 

  • James, L. R., Hater, J. J., Gent, M. J., & Bruni, J. R. (1978). Psychological climate: Implications from cognitive social learning theory and interactional psychology. Personnel Psychology, 31, 783–813.

    Google Scholar 

  • Jones, A. P., & James, L. R. (1979). Psychological climate: Dimensions and relationships of individual and aggregated work environment perceptions. Organizational Behavior and Human Performance, 23, 201–250.

    Google Scholar 

  • Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765–780.

    Google Scholar 

  • Kannan-Narasimhan, R., & Lawrence, B. (2012). Behavioral integrity: How leader referents and trust matter to workplace outcomes. Journal of Business Ethics, 111(2), 165–178.

    Google Scholar 

  • Kao, F., Cheng, B., Kuo, C., & Huang, M. (2014). Stressors, withdrawal, and sabotage in frontline employees: The moderating effects of caring and service climates. Journal of Occupational and Organizational Psychology, 87, 755–780.

    Google Scholar 

  • Kaptein, M. (2011). Understanding unethical behavior by unraveling ethical culture. Human Relations, 64(4), 843–869.

    Google Scholar 

  • Koehn, D. (2005). Integrity as a business asset. Journal of Business Ethics, 58, 125–136.

    Google Scholar 

  • Kohlberg, L. (1981). The philosophy of moral development: Moral stages and the idea of justice. San Francisco: Harper & Row.

    Google Scholar 

  • Kouzes, J. M., & Posner, B. Z. (1993). Credibility: How leaders gain and lose it, why people demand it. San Francisco: Jossey-Bass.

    Google Scholar 

  • Kozlowski, S. W. J., & Doherty, M. L. (1989). Integration of climate and leadership: Examination of a neglected issue. Journal of Applied Psychology, 74(4), 546–553.

    Google Scholar 

  • Krull, J. L., & MacKinnon, D. P. (2001). Multilevel modeling of individual and group level mediated effects. Multivariate Behavioral Research, 36(2), 249–277.

    Google Scholar 

  • LeBreton, J. M., & Senter, J. L. (2008). Answers to 20 questions about interrater reliability and interrater agreement. Organizational Research Methods, 11, 815–852.

    Google Scholar 

  • Lee, F., Edmondson, A. C., Thomke, S., & Worline, M. (2004). The mixed effects of inconsistency on experimentation in organizations. Organization Science, 15(3), 310–326.

    Google Scholar 

  • LePine, J. A., & Van Dyne, L. (1998). Predicting voice behavior in work groups. Journal of Applied Psychology, 83, 853–868.

    Google Scholar 

  • Leroy, H., Dierynck, B., Anseel, F., Simons, T., Halbesleben, J. R. B., McCaughey, D., Savage, G. T., & Sels, L. (2012). Behavioral integrity for safety, priority of safety, psychological safety, and patient safety: A team-level study. Journal of Applied Psychology, 97(6), 1273–1281.

    Google Scholar 

  • Leroy, H., Palanski, M. E., & Simons, T. (2012). Authentic leadership and behavioral integrity as drivers of follower commitment and performance. Journal of Business Ethics, 107, 255–264.

    Google Scholar 

  • Leung, A. S. M. (2008). Matching ethical work climate to in-role and extra-role behaviors in a collectivist work setting. Journal of Business Ethics, 79, 43–55.

    Google Scholar 

  • Lewin, A. Y., & Stephens, C. U. (1994). CEO attitudes as determinants of organization design: An integrated model. Organization Studies, 15, 183–212.

    Google Scholar 

  • Litwin, G. H., & Stringer, R. A. (1968). Motivation and organizational climate. Boston: Harvard University Press.

    Google Scholar 

  • Liu, W., Zhu, R., & Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The Leadership Quarterly, 21, 189–202.

    Google Scholar 

  • Lu, C., & Lin, C. (2014). The effects of ethical leadership and ethical climate on employee ethical behavior in the international port context. Journal of Business Ethics, 124, 209–223.

    Google Scholar 

  • MacKenzie, S. B., Podsakoff, P. M., & Podsakoff, N. P. (2011). Challenging-oriented organizational citizenship behaviors and organizational effectiveness: Do challenge-oriented behaviors really have an impact on the organization’s bottom line? Personnel Psychology, 64, 559–592.

    Google Scholar 

  • MacKinnon, D. P., Lockwood, C. M., Hoffman, J. M., West, S. G., & Sheets, V. (2002). A comparison of methods to test mediation and other intervening variable effects. Psychological Methods, 7, 83–104.

    Google Scholar 

  • Manroop, L., Singh, P., & Ezzedeen, S. (2014). Human resource systems and ethical climates: A resource-based perspective. Human Resource Management, 53, 795–816.

    Google Scholar 

  • March, J. G. (1971). The technology of foolishness. In J. G. March (Ed.), Decisions and organizations (p.p.253–265). New York: Basil Blackwell.

    Google Scholar 

  • Martin, K. D., & Cullen, J. B. (2006). Continuities and extensions of ethical climate theory: A meta-analytic review. Journal of Business Ethics, 69, 175–194.

    Google Scholar 

  • Mayer, D. M., Kuenzi, M., & Greenbaum, R. L. (2010). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics, 95, 7–16.

    Google Scholar 

  • Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20, 709–734.

    Google Scholar 

  • Mendonca, M. (2001). Preparing for ethical leadership in organizations. Canadian Journal of Administrative Sciences, 18, 266–276.

    Google Scholar 

  • Milliken, F. J., Morrison, E. W., & Hewlin, P. (2003). An exploratory study of employee silence: issues that employees don’t communicate upward and why. Journal of Management Studies, 40, 1453–1476.

    Google Scholar 

  • Milliken, F. J., Schipani, C. A., & Prado, A. M. (2015). Linking workplace practices to community engagement: the case for encouraging employee voice. Academy of Management Perspectives, 29(4), 405–421.

    Google Scholar 

  • Moorman, R. H., Darnold, T. C., & Priesemuth, M. (2013). Perceived leader integrity: Supporting the construct validity and utility of a multi-dimensional measure in two samples. The Leadership Quarterly, 24, 427–444.

    Google Scholar 

  • Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior, 1, 173–197.

    Google Scholar 

  • Morrson, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5, 373–412.

    Google Scholar 

  • Mulki, J. P., Jaramillo, J. F., & Locander, W. B. (2009). Critical role of leadership on ethical climate and salesperson behaviors. Journal of Business Ethics, 86, 125–141.

    Google Scholar 

  • Murphy, P. R., & Free, C. (2016). Broadening the fraud triangle: Instrumental climate and fraud. Behavioral Research in Accounting, 28, 41–56.

    Google Scholar 

  • Ng, T. W., & Feldman, D. C. (2012). Employee voice behavior: A meta-analytic test of the conservation of resources framework. Journal of Organizational Behavior, 33, 216–234.

    Google Scholar 

  • Nygaard, A., & Biong, H. (2010). The influence of retail management’s use of social power on corporate ethical values, employee commitment, and performance. Journal of Business Ethics, 97, 87–108.

    Google Scholar 

  • Palanski, M., Kahai, S., & Yammarino, F. J. (2011). Team virtues and performance: An examination of transparency, behavioral integrity and trust. Journal of Business Ethics, 99, 201–216.

    Google Scholar 

  • Palanski, M. E., Cullen, K. L., Gentry, W. A., & Nichols, C. M. (2015). Virtuous leadership: exploring the effects of leader courage and behavioral integrity on leader performance and image. Journal of Business Ethics, 132, 297–310.

    Google Scholar 

  • Palanski, M. E., & Yammarino, F. J. (2007). Integrity and leadership: Clearing the conceptual confusion. European Management Journal, 25, 171–184.

    Google Scholar 

  • Palanski, M. E., & Yammarino, F. J. (2009). Integrity and leadership: A multi-level conceptual framework. The Leadership Quarterly, 20, 405–420.

    Google Scholar 

  • Palanski, M. E., & Yammarino, F. J. (2011). Impact of behavioral integrity on follower job performance: A three-study examination. The Leadership Quarterly, 22, 765–786.

    Google Scholar 

  • Peng, H., & Wei, F. (2018). Trickle-down effects of perceived leader integrity on employee creativity: A moderated mediation model. Journal of Business Ethics, 150(3), 837–851.

    Google Scholar 

  • Peterson, C., & Seligman, M. E. P. (2004). Character strengths and virtues. New York: Oxford University Press.

    Google Scholar 

  • Pierce, J. L., Kostova, T., & Dirks, K. T. (2003). The state of psychological ownership: integrating and extending a century of research. Review of General Psychology, 7(1), 84–107.

    Google Scholar 

  • Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42, 185–227.

    Google Scholar 

  • Prottas, D. J. (2008). Perceived behavioral integrity: Relationships with employee attitudes, well-being, and absenteeism. Journal of Business Ethics, 81, 313–322.

    Google Scholar 

  • Prottas, D. J. (2013). Relationships among employee perception of their manager’s behavioral integrity, moral distress, and employee attitudes and well-being. Journal of Business Ethics, 113, 51–60.

    Google Scholar 

  • Ralston, D. A., Egri, C. P., Stewart, S., Terpstra, R. H., & Kaicheng, Y. (1999). Doing business in the 21st century with the new generation of Chinese managers: A study of generational shifts in work values in China. Journal of International Business Studies, 30, 415–427.

    Google Scholar 

  • Rokeach, M. (1968). Beliefs, attitudes, and values: A theory of organization and change. San Francisco: Jossey-Bass.

    Google Scholar 

  • Schneider, B. (1983). Work climates: An interactionist perspective. In N. W. Feimer & E. S. Geller (Eds.), Environmental psychology: Directions and perspectives (pp. 106–128). New York: Praeger.

    Google Scholar 

  • Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual Review of Psychology, 64, 361–388.

    Google Scholar 

  • Schneider, B., & Hall, D. T. (1972). Toward specifying the concept of work climate: A study of Roman Catholic Diocesan Priests. Journal of Applied Psychology, 56, 447–455.

    Google Scholar 

  • Schneider, B., Goldstein, H. W., & Smith, D. B. (1995). The ASA framework: An update. Personnel Psychology, 48, 747–773.

    Google Scholar 

  • Schneider, B., & Reichers, A. E. (1983). On the etiology of climates. Personnel Psychology, 36, 19–39.

    Google Scholar 

  • Schneider, B., White, S., & Paul, M. (1998). Linking service climate and customer perceptions of service quality: Test of a causal model. Journal of Applied Psychology, 83, 150–163.

    Google Scholar 

  • Sharma, D. (2018). When fairness is not enough: Impact of corporate ethical values on organizational citizenship behaviors and worker alienation. Journal of Business Ethics, 150, 57–68.

    Google Scholar 

  • Sharma, D., Borna, S., & Stearns, J. M. (2009). An investigation of the effects of corporate ethical values on employee commitment and performance: Examining the moderating role of perceived fairness. Journal of Business Ethics, 89, 251–260.

    Google Scholar 

  • Simons, T., Friedman, R., Liu, L., & Parks, J. M. (2007). Racial differences in sensitivity to behavioral integrity: Attitudinal consequences, in-group effects, and “trickle down” among black and non-black employees. Journal of Applied Psychology, 92, 650–665.

    Google Scholar 

  • Simons, T., Leroy, H. L., Collewaert, V., & Masschelein, S. (2015). How leader alignment of words and deeds affects followers: A meta-analysis. Journal of Business Ethics, 132, 831–844.

    Google Scholar 

  • Simons, T., Palasnksi, M., & Trevino, L. (2013). Toward a broader—but still rigorous—definition of leader integrity: Commentary. The Leadership Quarterly, 24, 391–394.

    Google Scholar 

  • Simons, T., Tomlinson, E., & Leroy, H. (2011). Research on behavioral integrity: A promising construct for positive organizational scholarship. In K. S. Cameron & G. M. Spreitzer (Eds.), Handbook of Positive Organizational Scholarship. Oxford: Oxford University Press.

    Google Scholar 

  • Simons, T. L. (2002). Behavioral integrity: The perceived alignment between managers’ words and deeds as a research focus. Organization Science, 13, 18–35.

    Google Scholar 

  • Simons, T. L. (2008). The integrity dividend: Leading by the power of your word. San Francisco: Jossey Bass.

    Google Scholar 

  • Sims, R. R., & Brinkmann, J. (2002). Leaders as moral role models: The case of John Gutfreund at Salomon Brothers. Journal of Business Ethics, 35, 327–339.

    Google Scholar 

  • Sitkin, S. B., & Roth, N. L. (1993). Explaining the limited effectiveness of legalistic “remedies” for trust/distrust. Organization Science, 4, 367–392.

    Google Scholar 

  • Souba, W., Way, D., Lucey, C., Sedmak, D., & Notestine, M. (2011). Elephants in academic medicine. Academic Medicine, 86, 1–8.

    Google Scholar 

  • Steele, L. G., & Lynch, S. M. (2013). The pursuit of happiness in China: Individualism, collectivism, and subjective well-being during China’s economic and social transformation. Social Indicators Research, 114, 441–451.

    Google Scholar 

  • Takeuchi, R., Chen, Z., & Cheung, S. (2012). Applying uncertainty management theory to employee voice behavior: An integrative investigation. Personnel Psychology, 65, 283–323.

    Google Scholar 

  • Tang, T. L., et al. (2018). Monetary intelligence and behavioral economics: The Enron effect-love of money, corporate ethical values, corruption perceptions index (CPI), and dishonesty across 31 geopolitical entities. Journal of Business Ethics, 148, 919–937.

    Google Scholar 

  • Trevino, L. K., Butterfield, K. D., & McCabe, D. L. (1998). The ethical context in organizations: Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8, 447–476.

    Google Scholar 

  • Valentine, S., Godkin, L., Fleischman, G. M., & Kidwell, R. (2011). Corporate ethical values, group creativity, job satisfaction and turnover intention: The impact of work context on work response. Journal of Business Ethics, 98, 353–372.

    Google Scholar 

  • Valentine, S., Godkin, L., Fleischman, G. M., Kidwell, R., & Page, K. (2011). Corporate ethical values and altruism: The mediating role of career satisfaction. Journal of Business Ethics, 101, 509–523.

    Google Scholar 

  • Van Dyne, L., Ang, S., & Botero, I. (2003). Conceptualizing employee silence and voice as multidimensional constructs. Journal of Management Studies, 40, 1359–1392.

    Google Scholar 

  • Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41, 108–119.

    Google Scholar 

  • Victor, B., & Cullen, J. B. (1987). A theory and measure of ethical climate in organizations. In W. C. Frederick (Ed.), Research in corporate social performance (pp. 57–71). Greenwich: JAI Press.

    Google Scholar 

  • Victor, B., & Cullen, J. B. (1988). The Organizational Bases of Ethical Work Climates. Administrative Science Quarterly, 33, 101–125.

    Google Scholar 

  • Vogelgesang, G., Leroy, H., & Avolio, B. (2013). How leader transparency impacts follower engagement: The mediating effects of behavioral integrity and participation in decision making. The Leadership Quarterly, 24, 405–413.

    Google Scholar 

  • Wang, Y., & Hsieh, H. (2013). Organizational ethical climate, perceived organizational support, and employee silence: A cross-level investigation. Human Relations, 66(6), 783–802.

    Google Scholar 

  • Way, S. A., Simons, T., Leroy, H., & Tuleja, E. A. (2018). What is in it for Me? Middle manager behavioral integrity and performance. Journal of Business Ethics, 150, 765–777.

    Google Scholar 

  • Zhang, Y., LePine, J. A., Buckman, B. R., & Wei, F. (2014). It’s not fair… or is it? The role of justice and leadership in explaining work stressor-job performance relationships. Academy of Management Journal, 57, 675–697.

    Google Scholar 

  • Zohar, D., & Luria, G. (2005). A multi-level model of safety climate: Cross-level relationships between organization and group-level climates. Journal of Applied Psychology, 90, 616–628.

    Google Scholar 

Download references

Funding

This study was funded by National Natural Science Foundation of China (Grant No. 71772047) and National Social Science Foundation of China (Grant No. 1509093).

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Feng Wei.

Ethics declarations

Conflict of Interest

All the authors declare that they have no conflict of interest.

Ethical approval

All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.

Informed consent

Informed consent was obtained from all individual participants included in the study.

Additional information

Publisher’s Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Electronic Supplementary Material

Below is the link to the electronic supplementary material.

Supplementary material 1 (DOCX 15 KB)

Rights and permissions

Reprints and Permissions

About this article

Verify currency and authenticity via CrossMark

Cite this article

Peng, H., Wei, F. How and When Does Leader Behavioral Integrity Influence Employee Voice? The Roles of Team Independence Climate and Corporate Ethical Values. J Bus Ethics 166, 505–521 (2020). https://doi.org/10.1007/s10551-019-04114-x

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-019-04114-x

Keywords

  • Behavioral integrity
  • Team independence climate
  • Corporate ethical values
  • Voice