Study of the Impact of Ambidextrous leadership on Voice and Silence Behaviors

Wenpei Chen ； Congyu Cao

《International Journal of Social Science and Education Research》 3卷3期 (2020/03) Pp. 39-54

https://doi.org/10.6918/IJOSSER.202003_3(3).0009

摘要

Employee voice and silence represent positive and negative organizational behavior respectively, and are highly correlated extra-role behaviors. Based on the theory of two process decision-making and 626 employees of enterprises as samples, this study uses SPSS and AMOS software to conduct structural equation model analysis to explore the influence of ambidextrous leadership behavior from cognitive perspective on employee voice and employee silence, and to verify the mediating mechanism of role conceptualization and role overload in this process. The results show that role conceptualization plays a completely mediating role in the process of the influence of open leadership on voice behavior, and is more significant than role overload in the process of complete mediation; at the same time, role conceptualization has a completely mediating role in the process of the influence of open leadership on silence behavior, while role overload has a completely mediating role. In addition, role conceptualization plays a completely mediating role in the process of the influence of close leadership on voice behavior, which is more significant than role overload. Finally, role conceptualization mediates the influence of closed leadership on silent behavior. The intermediary role of role overload in this process is established. This study has a certain contribution to the development of relevant theories and management practice.

關鍵字

Employees' voice behavior ； employees' silence behavior ； Ambidextrous leadership

參考文獻

Simsek Z. Orgnizational ambidexterity: towards a multilevel understanding[J]. Journal of Management Studies, 2009, 46(4): 597-624.

Rosing K, Frese M, Bausch A. Explaining the heterogeneity of the leadership-innovation relationship: ambidextrous leadership[J]. Leadership Quarterly, 2011, 22(5): 956-974.

Zacher H, Rosing K. Ambidextrous leadership and team innovation[J]. Leadership and Organization Development Journal, 2015, 36(1): 54-68.

Martin S L, Liao H, Campbell E M. Directive versus empowering leadership: a field experiment comparing impacts on task proficiency and proactivity[J]. Academy of Management Journal, 2013, 56(5): 1372-1395.

Bass B M, Avolio B J, Jung D I, et al. Predicting unit performance by assessing transformational and transactional leadership[J]. Journal of Applied Psychology, 2003, 88(2): 207-218.