- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
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 selfefficacy 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.
There were two aims in this study. The first aim is to develop and examine a theoretical model linking promotive and prohibitive voice to job satisfaction through the psychological mechanism of self-efficacy. The second aim is to test the moderating role of transformational leadership on the relationship between voice (i.e., promotive and prohibitive) and self-efficacy. Consistent with the hypotheses, both promotive and prohibitive voice are found to be positively related to employee job satisfaction. Moreover, these relationships are mediated by self-efficacy. Our results also show that transformational leadership moderates the effect of prohibitive voice on selfefficacy. However, in the relationship between promotive voice and self-efficacy, the moderating effect is not significant. The theoretical and practical implications of our findings are discussed below, along with limitations.