Leader humility and employee voice: The role of employees’ regulatory focus and voice-role conception

XuHui Li1, Mingze Li2, Jingtao Fu3, Asad Ullah2
1School of Management Science and Engineering, Anhui University of Finance and Economics, People’s Republic of China
2School of Management, Wuhan University of Technology, People’s Republic of China
3School of Economics and Management, Hainan University, People’s Republic of China
Cite this article:  Li, X., Li, M., Fu, J., & Ullah, A. (2019). Leader humility and employee voice: The role of employees’ regulatory focus and voice-role conception. Social Behavior and Personality: An international journal, 47, e7811.

Volume 47 Issue 6 | e7811 | Published: June 2019 | DOI: https://doi.org/10.2224/sbp.7811

Abstract
Full Text
References
Tables and Figures
Acknowledgements
Author Contact

In recent years, a bottom-up leadership style has received considerable attention from researchers. However, few empirical studies have been conducted to explore the link between leader humility and employee voice. Drawing on role theory, in this study we examined the relationship between leader humility and employee voice. Using data from 222 employees and their leaders, our results revealed that leader humility was positively related to employee voice. Voice-role conception fully mediated this relationship. Further, we delineate how employees’ regulatory focus moderates the mediated relationship between leader humility and voice, such that when an employee has a high promotion focus or low prevention focus, leader humility will be more positively related to voice via voice-role conception. These findings will provide guidelines for managers promoting employee voice.

Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.