How Leader Narcissism Links to Team Voice Behavior: The Mediating Mechanisms of Leader Voice Solicitation and Team Voice Climate

Abstract

Drawing on the narcissism literature and social information processing theory, we theorized and examined a serial mediation model linking leader narcissism with team voice behavior through leader voice solicitation and team voice climate. We tested our hypotheses using data collected from a time-lagged and multisource survey of 223 frontline employees in 60 teams at a large manufacturing organization. The results indicated that leader narcissism had a negatively indirect effect on team voice climate via leader voice solicitation. Team voice climate positively predicted team voice behavior, and the indirect effects of leader narcissism via leader voice solicitation and team voice climate on team voice behavior were significantly negative. In this paper, we discuss the theoretical implications of our findings for both the narcissism literature and the voice literature, along with their practical implications.

How and when leader voice solicitation facilitates innovative behavior: the role of pride and collectivism orientation

“…Previous research on leader voice solicitation has primarily concentrated on identifying the predictors of leader voice solicitation (Fast et al ., 2014; Sherf et al ., 2019). Although several studies have noted the effects of leader voice solicitation on employees’ subsequent behavioral reactions (Sherf et al ., 2019; Zhou et al ., 2021), these studies have only concentrated on the impact of leader voice solicitation on employee voice (Sherf et al ., 2019; Zhou et al ., 2021). However, the existing literature has overlooked the possibility that employees may respond to leader voice solicitation beyond mere voice behavior.…”

“…Second, this study deepens the knowledge of how leader voice solicitation influences employees’ innovative behavior by examining the conduit of employees’ feelings of pride. While previous research has employed the social information processing theory (Zhou et al ., 2021) and the engagement model (Zhou et al ., 2022) to explore the cognitive and motivational mechanisms through which leader voice solicitation indirectly affects employees’ work outcomes, the emotional responses of employees to leader voice solicitation have remained unclear. However, the emotional mechanism is a crucial avenue for leaders to influence employee behaviors (Bader et al ., 2023; Cui et al ., 2022).…”

“…Our research contributes to the existing literature in three significant ways. First, previous research investigating employees’ responses to leader voice solicitation has primarily concentrated on voice-related outcomes (Martin and Harrison, 2022; Zhou et al ., 2021), with limited attention given to its implications for other work outcomes of employees. Our research expands the outcomes of leader voice solicitation and contributes to the literature on voice solicitation by examining its impact on employees’ innovative behavior.…”

Team pro-social rule breaking and team innovation performance: An information processing theory perspective

“…Furthermore, research on team organizational behavior also suggests that within a closely-knit organizational environment, team members may exhibit consistent behavioral patterns [ 41 – 45 ]. This consistency becomes significantly pronounced when team members share common tasks, job requirements, leadership, and organizational culture, which collectively foster a shared perception of the working environment [ 18 , 40 , 46 – 48 ]. As teams become more acquainted with the organization and each other, team members tend to develop a sense of organizational alignment [ 10 , 29 , 49 , 50 ], which leads to similar behaviors [ 43 , 45 ].…”

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

“…Managers may not be able to fully grasp all the information and problems present in their business process or operation; 1 this has caused the concept of employee voice behavior, which can gather employees’ wisdom power and realize information intake from multiple channels, to receive increasing attention. 2 In order to build sustainable competitive advantage, organizations need to make full use of the strengths of employees and actively encourage employees to implement voice behaviors that are useful to organizational development. 3 , 4 However, contrary to this objective expectation, employees often choose to remain silent at work because of psychological risks, resource pressure, personal gains and losses.…”