Transformational Leadership and Voice: When Does Felt Obligation to the Leader Matter?

JY Duan; XH Wang; O Janssen; JL Farh

doi:10.1007/s10869-021-09758-z

Transformational Leadership and Voice: When Does Felt Obligation to the Leader Matter?

JY Duan (First Author), XH Wang (Participant Author), O Janssen (Participant Author), JL Farh (Participant Author)

Organizational Behavior/Human Resource Management

Research output: Contribution to journal › Journal

10 Citations (Web of Science)

Abstract

Drawing on the notion that felt obligation is an important motivation variable that drives employees' behavior, this study examines how leaders can evoke felt obligation in followers and to what extent such obligation can subsequently promote follower voice behavior. Using data from 384 Chinese employees and their 130 managers, we find that followers' felt obligation to the leader (FOTL) serves as a mediator in the relationship between transformational leadership and employee voice behavior and that the mediation effect of FOTL is moderated by followers' power distance orientation (PDO), such that the mediation effect is significant only for employees with low PDO. The theoretical and practical implications of these findings are discussed.

Original language	English
Pages (from-to)	543-555
Number of pages	13
Journal	Journal of Business and Psychology
Volume	37
Issue number	3
DOIs	https://doi.org/10.1007/s10869-021-09758-z
Publication status	Published - Jun 2022

Corresponding author email

wangxiaohua@bnu.edu.cn

Project sponsor

Humanities and Social Sciences Program of the Ministry of Education of China
National Natural Science Foundation of China (NSFC)

Project No.

14YJC630128
71472179
71972015

Keywords

Obligation
Power distance
Transformational leadership
Voice

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ABDC-A
SSCI

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10.1007/s10869-021-09758-z

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KW - Transformational leadership

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Transformational Leadership and Voice: When Does Felt Obligation to the Leader Matter?

Abstract

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