Exploring the Relationships between Affect and Voice: The Moderating Effects of Transformational Leadership and Leader-Member Exchange
碩士 === 大葉大學 === 人力資源暨公共關係學系 === 104 === The present study based on the voice behavior model that Morrison (2011) , Liang et al.(2012) proposed. Moreover, we futher investigated whether the relations between affect and voice are moderated by the interaction of Transformational leadership and Leader-m...
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| Format: | Others |
| Language: | zh-TW |
| Published: |
2016
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| Online Access: | http://ndltd.ncl.edu.tw/handle/yqyvff |
| Summary: | 碩士 === 大葉大學 === 人力資源暨公共關係學系 === 104 === The present study based on the voice behavior model that Morrison (2011) , Liang et al.(2012) proposed. Moreover, we futher investigated whether the relations between affect and voice are moderated by the interaction of Transformational leadership and Leader-member exchange in order to verify the different effects in various conditions.
The data were collected from 283 service industry employees. The results of
hierarchical regression showed: employees’ positive affect will have an effect on promotive voice positively; the positive relations of negative affect and prohibitive voice are enhanced when high transformational leadership; the positive relations of negative affect and prohibitive voice are enhanced when high leader-member exchange. Practical implication illustrate that organizations should try to recruited new members with positive affect; relieve the pressure of staff in order to reduce negative affect and motivate employees to be more willing to voice; be friends with those you lead, provide individual care and assistance, make staff with negative affect to be in-group member, and establish high LMX relations with employee to motivate them to be more willing to voice.
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