Ambidextrous Leadership and Employee Voice Behavior: The Role of Work Motivation and Ambidextrous Culture

Abstract

Purpose In the current competitive environment of increased uncertainty and instability, it is of significance to promote employee voice behavior. To discuss the issue of how to promote employee voice behavior both effectively and reasonably, this study focuses on ambidextrous leadership, which consists of two seemingly opposite yet potentially complementary behaviors—transformational and transactional leadership—and investigates its influence mechanism on employees’ voice behavior, using work motivation as a mediator and ambidextrous culture as a moderator. Methods Enterprise employees and their direct supervisors from 78 work teams in China were surveyed, and 387 sets of paired data were analyzed using data analysis software, such as HLM, SPSS, and AMOS. Results The results reveal that ambidextrous leadership can significantly positively predict employee voice behavior. Employee work motivation plays a partial mediating role in the positive correlation between ambidextrous leadership and voice behavior. Additionally, organizational ambidextrous culture positively moderates the correlation between ambidextrous leadership and the work motivation of employees. The greater the ambidextrous culture of teams is, the stronger the positive correlation between ambidextrous leadership and the work motivation of employees. Conclusion Leadership plays an important role in promoting employee voice behavior. Therefore, understanding how ambidextrous leadership style can effectively promote voice behavior is important for companies to utilize the power of their employees to respond quickly to change and drive innovative transformation. This study contributes to existing research by revealing how ambidextrous leadership impact employee voice behavior through work motivation, which provides new evidence for the emerging ambidextrous leadership theory and helps to understand the relationship between employee work motivation and voice behavior more comprehensively; it also identifies organizational ambidextrous culture as organizational context factor which moderate the effect of ambidextrous leadership on work motivation.

The Impacts of Digital Leadership on Employee Voice Behaviors: The Mediating Roles of Employee Empowerment and Work Engagement

“…We conducted a two-wave survey employing structural equation modeling (SEM) to investigate the influence and mechanisms of digital leadership on employee voice behaviors. Our study emphasizes the critical role of digital leadership in promoting employee voice behaviors, reaffirming that leadership is an antecedent of such behavior (Li & Sun, 2015; Ouyang et al, 2022). While prior research on digital leadership has mainly focused on conceptual, trait, and ability constructs (Avolio et al, 2014; C.…”

Embracing Complexity: Ambidextrous Leadership Enriching Job Satisfaction in Nepalese Commercial Banking Sector

“…Ambidextrous leadership, seamlessly blending both transformational and transactional leadership, skillfully navigates the tension arising from the organization's requirements for fostering voice behavior, maintaining rules and regulations, and optimizing efficiency. By leveraging the strengths of both leadership styles and mitigating their potential drawbacks through synergy, ambidextrous leadership achieves a synergistic management effect (Ouyang et al, 2022). In essence, ambidextrous leadership prevents the stagnation of group thinking, while simultaneously regulating deviation and dispersion in group focus.…”

Hubungan Peran Pengambil Keputusan, Peran Mempengaruhi Dan Peran Antar Pribadi Dengan Motivasi Kerja Tenaga Kesehatan Puskesmas Di Kota Kendari

“…Penelitian ini menunjukan hasil bahwaada hubungan yang signifikan antaraperan antar pribadi terhadap motivasi kerja tenaga kesehatan Puskesmas Benu Benua dan Puskesmas Lepo-Lepo Kota Kendari dengan nilai p-value0,000 > sig. 0,05.. Hal ini didukung dengan penelitian Ouyang, C., Zhu, Y., & Ma, Z. yang menyebutkan bahwa terdapat hubungan antara peran antar pribadi terhadap motivasi kerja petugas kesehatan 24 .…”