Leader trait learning goal orientation and employee voice behavior: the mediating role of managerial openness and the moderating role of felt obligation

Zhu, Yue; Akhtar, Syed

doi:10.1080/09585192.2017.1335338

Cited by 34 publications

(39 citation statements)

References 84 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…When adopting a learning orientation, individuals actively seek challenging and stimulating tasks that provide them with the opportunity to learn and to gain new skills (Preenen et al 2014). A learning orientation enables deep processing (Zhu and Akhtar 2017), that is, to integrate the novel information with prior knowledge and experience (Elliot et al 1999). That way, employees with a learning orientation should be more likely to detect and realize inconsistencies or problems within the tasks that call for improvement.…”

Section: Impact Of Employees' Learning Orientation On Their Voice Behmentioning

confidence: 99%

“Big brother is watching you”: surveillance via technology undermines employees’ learning and voice behavior during digital transformation

Kensbock

Stöckmann

2020

J Bus Econ

View full text Add to dashboard Cite

In the digital age, the ability of organizations to create innovation is more important than ever before. By taking an employee perspective to digital transformation, we examine two important and inter-related cornerstones of organizational innovation—employees’ intrinsically motivated learning (i.e., their learning orientation) and employees’ willingness to speak up and raise constructive suggestions (i.e., their voice behavior). We conducted a survey study with 100 employees working in industries that are currently disrupted by digitization. Supporting the idea of self-determination theory, our findings show that digital transformation triggers employees to engage in an intrinsically motivated process during which they adopt a learning orientation, which consequently motivates them to express voice behavior. However, this beneficial process is counteracted by perceived surveillance via technology. When employees feel that digital transformation is accompanied by increased surveillance, they are less likely to adopt a learning orientation and therefore less likely to engage in voice behavior. Theoretical as well as practical implications are discussed.

show abstract

Section: Impact Of Employees' Learning Orientation On Their Voice Behmentioning

confidence: 99%

“Big brother is watching you”: surveillance via technology undermines employees’ learning and voice behavior during digital transformation

Kensbock

Stöckmann

2020

J Bus Econ

View full text Add to dashboard Cite

show abstract

“…Indeed, previous findings show that, in the receipt of feedback, mastery-approach goals are positively related to outcomes that are beneficial for development and learning, such as explorative interest ( Sijbom et al, 2015a ), learning opportunity appraisal ( Sijbom et al, 2015b ) and motivation to learn ( Colquitt and Simmering, 1998 ). In turn, these positive developmental reactions result in positive and adaptive responses to the receipt of feedback, creating a positive spiral (e.g., Sijbom et al, 2015b ; Gong et al, 2017 ; Zhu and Akhtar, 2017 ). We therefore expect this earlier research to be replicated, and we propose the following:…”

Section: Theory and Hypothesesmentioning

confidence: 99%

When Are Leaders Receptive to Voiced Creative Ideas? Joint Effects of Leaders’ Achievement Goals and Personal Sense of Power

Sijbom

Parker

2020

Front. Psychol.

View full text Add to dashboard Cite

Voiced suggestions for improvement and constructive change (i.e., voiced creative ideas) by employees are important for organizations. In order to reap the benefits of these ideas, leaders need to be receptive. Drawing on achievement goal theory and approach-inhibition theory of power, we examined the joint effects of leader achievement goals and personal sense of power on leader receptivity to voiced creative ideas in two studies. In a field study (Study 1, N = 136), we found that leaders pursuing mastery-approach goals were positively related to leader receptivity. Receptivity for leaders pursuing performance-approach goals was found to be contingent upon their personal sense of power, with a positive (negative) association under conditions of high (low) sense of power. Similarly, in experimental study (Study 2, N = 93), in which we manipulated leader achievement goals, the receptivity of performance-approach goal leaders was contingent upon their sense of power. When sense of personal power was high, performance-approach goal leaders displayed higher levels of receptivity than when their personal sense of power was low. An implication is that personal sense of power may prevent leaders with performance-approach goals from disregarding creative ideas that are put forward by their subordinates. These findings extend insight into how and when leaders are receptive to voiced creative ideas.

show abstract

“…Leadership is one of the important factors of advice behavior in group situations, subordinates voice behavior often show the share their ideas with the superior, the superior is the advice of object (Avolio, 2007;Avolio et al, 2004;Detert & Treviño, 2010). Through the literature found that most of the scholars in the study of leadership and employee voice behavior, from the perspective of leadership styles, more differences between the study of different leadership styles and staff voice (Liborius, 2014;Nguyen, Chen, & De Cremer, 2017;Zhu & Akhtar, 2019). The breakthrough point of this study is the knowledge hiding behavior of leaders.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance

Chen¹

2020

JSS

View full text Add to dashboard Cite

Knowledge hiding behavior is common in the organization, which hinders the cooperation among employees and affects the transmission and development of new knowledge and new ideas. Therefore, based on the social exchange theory, this study takes 441 employees as the research object. The research results are as follows: 1) Perceived leader evasive hiding and perceived leader playing dumb had a negative effect on employee voice behavior. Perceived leader rationalized hiding has no significant influence on employee voice behavior. 2) LMX completely mediated the relationship between perceived leaders' evasive hiding, playing dumb and voice behavior. 3) The moderating effect of knowledge distance on the influence of perceived leader knowledge hiding on LMX is significant. The greater the knowledge distance, the stronger the negative effect of perceived leadership knowledge hiding and LMX. This study suggests that managers should pay more attention to the possible negative impact of leader knowledge hiding and knowledge distance on employees' voice behaviors, and to increase knowledge exchange with employees, to establish reasonable talent configuration in teams or organizations, as well as create a harmonious interpersonal atmosphere for employees' voicing.

show abstract

Leader trait learning goal orientation and employee voice behavior: the mediating role of managerial openness and the moderating role of felt obligation

Cited by 34 publications

References 84 publications

“Big brother is watching you”: surveillance via technology undermines employees’ learning and voice behavior during digital transformation

“Big brother is watching you”: surveillance via technology undermines employees’ learning and voice behavior during digital transformation

When Are Leaders Receptive to Voiced Creative Ideas? Joint Effects of Leaders’ Achievement Goals and Personal Sense of Power

The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance

Contact Info

Product

Resources

About