Leader trust and employee voice: The moderating role of empowering leader behaviors

被引：238

作者：

Gao, Liping ^{[1
,2
]}

Janssen, Onne ^{[1
]}

Shi, Kan ^{[2
]}

机构：

[1] Univ Groningen, Fac Econ & Business, Dept Human Resource Management & Org Behav, NL-9700 AV Groningen, Netherlands

[2] Chinese Acad Sci, Grad Univ, Beijing 100864, Peoples R China

来源：

LEADERSHIP QUARTERLY | 2011年 / 22卷 / 04期

关键词：

Leader trust; Empowering leader behaviors; Employee voice; CUSTOMER SATISFACTION; DECISION-MAKING; WORK; MODEL; MANAGEMENT; PERFORMANCE; SILENCE; ANTECEDENTS; MULTILEVEL; SPEAKING;

D O I：

10.1016/j.leaqua.2011.05.015

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

This paper explored how employees' trust in their leader interacted with empowering leader behaviors in promoting employee voice. Using data collected from 314 employees in the telecommunication industry in China, we found that the relationship between leader trust and employee voice became more positive when empowering leadership was higher rather than lower. We found this moderating effect of empowering leadership in the relationship between leader trust and employee voice for three different types of empowering leader behaviors, namely, participative decision making, informing, and coaching. (C) 2011 Elsevier Inc. All rights reserved.

引用

页码：787 / 798

页数：12

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