Exploring the Relationships between Affect and Voice: The Moderating Effects of Transformational Leadership and Leader-Member Exchange

• Main Authors: CHI, SHIH-YI, 紀世益
• Other Authors: TUNG,HUI-LING
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/yqyvff

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.