How and When Does Leader Behavioral Integrity Influence Employee Voice? The Roles of Team Independence Climate and Corpo
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ORIGINAL PAPER
How and When Does Leader Behavioral Integrity Influence Employee Voice? The Roles of Team Independence Climate and Corporate Ethical Values He Peng1 · Feng Wei2 Received: 20 November 2017 / Accepted: 20 January 2019 © Springer Nature B.V. 2019
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. Keywords Behavioral integrity · Team independence climate · Corporate ethical values · Voice The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office. ——Dwight D. Eisenhower Integrity is increasingly received more and more attention in leadership literature (Simons et al. 2013), and even regarded as an axiomatic characteristic of effective leadership (Palanski and Yammarino 2009). Plenty of business He Peng and Feng Wei contributed equally to this work. Electronic supplementary material The online version of this article (https://doi.org/10.1007/s10551-019-04114-x) contains supplementary material, which is available to authorized users. * Feng Wei [email protected] He Peng [email protected] 1
Department of Business Administration, Fudan University, Shanghai, China
School of Economics and Management, Tongji University, Shanghai, China
2
scandals and misdeeds occurring constantly highlight the importance of understanding leader integrity. In a survey of how S&P 500 companies present their values, integrity was mentioned by 70% of companies (Guiso et al. 2015). Judge et al. (2002) further showed that integrity was mentioned as a key trait of effective leaders in six among ten previous qualitative reviews about the leader traits. Unsurprisingly, several leadership theories such as ethical leadership (Brown et al. 2005) and authentic leadership (Avolio and Gardner 2005), and authentic transformational leadership (Bass and Steidlmeier 1999) have cited integrity as a key component. However, those theories do not “explicate how integrity functions with respect to important consequen
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