Document Type

Article

Publication Date

2015

Publication Source

International Journal of Leadership Studies

Volume

9

Issue

1

Inclusive pages

115-130

Publisher

School of Business and Leadership, Regent University

Place of Publication

Virginia Beach, VA

ISBN/ISSN

1554-3145

Peer Reviewed

yes

Abstract

Prosocial voice, as a form of citizenship behavior with a purpose of expressing constructive changes and improving the status quo, is desirable in both teams and organizations. Also, transformational leadership (TL) has been documented as a leadership style that prompts employees to engage in prosocial voice. Recently, whether or not the effects of transformational leadership on prosocial voice have boundaries becomes a topic of interest to organizational researchers. We presented two separate models for the moderating effects of perceived leader motive (altruistic vs. instrumental) on the relationship between transformational leadership and prosocial voice in the workplace. From an employee perspective, this study documents that one’s perception towards his/her leader’s motive (altruistic vs. instrumental) underpinning leadership behaviors is related to the boundaries of TL’s effect on prosocial voice. Data with 167 employees at an auto maker in China were used and the analysis results provided support for the models.

Disciplines

Management Sciences and Quantitative Methods | Marketing

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