Leader’s Motivating Language and Employee Voice Behavior: Exploring the Roles of Positive Emotional Culture as a Mediator and Procedural Justice Climate as a Moderator
Article Sidebar
Main Article Content
Abstract
Positive emotional culture is a vital aspect that can encourage various positive outcomes in an organization. Unfortunately, most current research still focuses on cognitive and negative emotional cultures. Moreover, most of these studies do not include organizational climate conditions, such as procedural justice climate. This study aimed to explain the role of positive emotional culture as a mediator and procedural justice climate as a moderator in the relationship between leader’s motivating language and employee voice behavior. A quantitative online survey was conducted on 158 employees from various types of organizations in Indonesia. Data analysis was conducted using Hayes's PROCESS macro for simple mediation analysis, and moderated-mediation analysis. The results showed that positive emotional culture fully mediates the effect of leader’s motivating language on employee voice behavior (β = .21, 95% CI = [.01, .40]). Furthermore, procedural justice climate is significant as a moderator between leader’s motivating language and employee voice behavior mediated by positive emotional culture (β = .18, 95% CI = [.04, .31]). These findings provide knowledge that a positive emotional culture and procedural justice climate are very important for employees in Indonesia. This study recommends that organizations should strive to create a positive emotional culture and procedural justice climate to foster employee voice behavior necessary to achieve organizational goals.
Downloads
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
References
Ansari, M. A., Kee Mui Hung, D., & Aafaqi, R. (2007). Leader‐member exchange and attitudinal outcomes: Role of procedural justice climate. Leadership & Organization Development Journal, 28(8), 690–709. https://doi.org/10.1108/01437730710835443
Apriono, M., Titisari, P., Handriyono, H., Suroso, I., & Maridelana, V. P. (2021). The mediating role of work engagement and commitment on empowerment and organizational justice in volunteers’ performance. The Journal of Behavioral Science, 16(3), 42–58. https://so06.tci-thaijo.org/index.php/IJBS/article/view/251638
Barsade, S., & O’Neill, O. A. (2016). Manage your emotional culture. Harvard Business Review. https://hbr.org/2016/01/manage-your-emotional-culture
Baumgartner, H., Weijters, B., & Pieters, R. (2021). The biasing effect of common method variance: Some clarifications. Journal of the Academy of Marketing Science, 49(2), 221–235. https://doi.org/10.1007/s11747-020-00766-8
Beaton, D. E., Bombardier, C., Guillemin, F., & Ferraz, M. B. (2000). Guidelines for the process of cross-cultural adaptation of self-report measures. Spine, 25(24), 3186-3191. https://doi.org/10.1097/00007632-200012150-00014
Botero, I. C., & Van Dyne, L. (2009). Employee voice behavior: Interactive effects of LMX and power distance in the United States and Colombia. Management Communication Quarterly, 23(1), 84–104. https://doi.org/10.1177/0893318909335415
Colquitt, J. A. (2004). Does the justice of the one interact with the justice of the many? Reactions to procedural justice in teams. Journal of Applied Psychology, 89(4), 633–646. https://doi.org/10.1037/0021-9010.89.4.633
Faul, F., Erdfelder, E., Lang, A.-G., & Buchner, A. (2007). G*Power 3: A flexible statistical power analysis program for the social, behavioral, and biomedical sciences. Behavior Research Methods, 39(2), 175–191. https://doi.org/10.3758/BF03193146
Gutierrez-Wirsching, S., Mayfield, J., Mayfield, M., & Wang, W. (2015). Motivating language as a mediator between servant leadership and employee outcomes. Management Research Review, 38(12), 1234–1250. https://doi.org/10.1108/MRR-01-2014-0009
Hayes, A. F. (2022). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach (3rd ed.). Guilford Press.
Heaphy, E., Lilius, J., & Feldman, E. (2022). Moved to speak up: How prosocial emotions influence the employee voice process. Human Relations, 75(6), 1113–1139. https://doi.org/10.1177/00187267211007539
The Culture Factor Group. (2023). Country comparison tool. https://www.hofstede-insights.com/country-comparison-tool?countries=india%2Cindonesia
Hsiung, H.-H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of Business Ethics, 107(3), 349–361. https://doi.org/10.1007/s10551-011-1043-2
Kapucu, H., & Akar, C. (2018). Changing organizations: From the psychological & technological perspectives. Ijopec Publication.
Kim, H., & Kiura, M. (2023). The influences of social status and organizational justice on employee voice: A case of customer care workers. International Journal of Business Communication, 60(3), 802–822. https://doi.org/10.1177/2329488420969776
Kwon, B., & Farndale, E. (2020). Employee voice viewed through a cross-cultural lens. Human Resource Management Review, 30(1), 100653. https://doi.org/10.1016/j.hrmr.2018.06.002
LePine, J. A., & Van Dyne, L. (1998). Predicting voice behavior in work groups. Journal of Applied Psychology, 83(6), 853–868. https://doi.org/10.1037/0021-9010.83.6.853
Leslie, B., Anderson, C., Bickham, C., Horman, J., Overly, A., Gentry, C., Callahan, C., & King, J. (2021). Generation Z perceptions of a positive workplace environment. Employee Responsibilities and Rights Journal, 33(3), 171–187. https://doi.org/10.1007/s10672-021-09366-2
Li, X., Xue, Y., Liang, H., & Yan, D. (2020). The impact of paradoxical leadership on employee voice behavior: A moderated mediation model. Frontiers in Psychology, 11. https://www.frontiersin.org/articles/10.3389/fpsyg.2020.537756
Li, Y., & Sun, J.-M. (2015). Traditional Chinese leadership and employee voice behavior: A cross-level examination. The Leadership Quarterly, 26(2), 172–189. https://doi.org/10.1016/j.leaqua.2014.08.001
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(1), 189–202. https://doi.org/10.1016/j.leaqua.2009.10.014
Mayfield, J., & Mayfield, M. (2010). Leader‐level influence on motivating language: A two‐level model investigation on worker performance and job satisfaction. Competitiveness Review: An International Business Journal, 20(5), 407–422. https://doi.org/10.1108/10595421011080788
Mayfield, J., & Mayfield, M. (2018). Motivating language theory. Springer International Publishing. https://doi.org/10.1007/978-3-319-66930-4
Mayfield, M., & Mayfield, J. (2020). Cultivating voice through hands, heart, and spirit: Motivating language’s role in gaining feedback. Development and Learning in Organizations: An International Journal, 34(3), 1–5. https://doi.org/10.1108/DLO-04-2019-0069
McAllister, D. J., Kamdar, D., Morrison, E. W., & Turban, D. B. (2007). Disentangling role perceptions: how perceived role breadth, discretion, instrumentality, and efficacy relate to helping and taking charge. Journal of Applied Psychology, 92(5), 1200. https://doi/10.1037/0021-9010.92.5.1200
Men, L. R., & Robinson, K. L. (2018). It’s about how employees feel! Examining the impact of emotional culture on employee–organization relationships. Corporate Communications: An International Journal, 23(4), 470–491. https://doi.org/10.1108/CCIJ-05-2018-0065
Men, L. R., & Yue, C. A. (2019). Creating a positive emotional culture: Effect of internal communication and impact on employee supportive behaviors. Public Relations Review, 45(3), 101764. https://doi.org/10.1016/j.pubrev.2019.03.001
Morrison, E. W. (2014). Employee voice and silence. Annual review of organizational psychology and organizational behavior, 1(1), 173–197. https://doi.org/10.1146/annurev-orgpsych-031413-091328
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3), 527–556. https://doi.org/10.2307/256591
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879
Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual Review of Psychology, 64, 361–388. https://doi.org/10.1146/annurev-psych-113011-143809
Sharma, A., & Sharma, A. (2021). Beyond exchange relationship: Exploring the link between organizational justice, job involvement, and citizenship behavior. The Journal of Behavioral Science, 16(3), 123–135. Retrieved from https://so06.tci-thaijo.org/index.php/IJBS/article/view/251645
Sun, P.-C., Pan, F.-T., & Ho, C.-W. (2016). Does motivating language matter in leader–subordinate communication? Chinese Journal of Communication, 9(3), 264–282. https://doi.org/10.1080/17544750.2016.1206029
Sun, R., Li, J.-Y. Q., Lee, Y., & Tao, W. (2023). The role of symmetrical internal communication in improving employee experiences and organizational identification during COVID-19 pandemic-induced organizational change. International Journal of Business Communication, 60(4), 1398–1426.
Takeuchi, R., Chen, Z., & Cheung, S. Y. (2012). Applying uncertainty management theory to employee voice behavior: An integrative investigation. Personnel Psychology, 65(2), 283–323. https://doi.org/10.1111/j.1744-6570.2012.01247.x
Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275–1286. https://doi.org/10.1037/a0015848
Whiting, S. W., Maynes, T. D., Podsakoff, N. P., & Podsakoff, P. M. (2012). Effects of message, source, and context on evaluations of employee voice behavior. Journal of Applied Psychology, 97(1), 159–182. https://doi.org/10.1037/a0024871
Whitman, D. S., Caleo, S., Carpenter, N. C., Horner, M. T., & Bernerth, J. B. (2012). Fairness at the collective level: A meta-analytic examination of the consequences and boundary conditions of organizational justice climate. Journal of Applied Psychology, 97(4), 776–791. https://doi.org/10.1037/a0028021
Yue, C. A., Men, L. R., & Ferguson, M. A. (2021). Examining the effects of internal communication and emotional culture on employees’ organizational identification. International Journal of Business Communication, 58(2), 169–195. https://doi.org/10.1177/2329488420914066
Yue, C. A., Thelen, P., & Verghese, A. K. (2022). Should I speak up? How supervisory communication, team culture, and team relationships determine employees’ voice behavior. International Journal of Business Communication. https://doi.org/10.1177/23294884221104794