Employee Voice and Taking Charge Open Access
- Other title
- Type of item
- Degree grantor
University of Alberta
- Author or creator
- Supervisor and department
Michelle Inness (Business)
- Examining committee member and department
Lia Daniels (Educational Psychology)
Ian Gellatly (Business)
Andrew Luchak (Business)
David Richards (Business Administration)
Faculty of Business
Strategic management and organization
- Date accepted
- Graduation date
Doctor of Philosophy
- Degree level
In this dissertation I aim to gain a better understanding of employee voice and taking charge through the interactions between employees’ attitudes, personality, and experiences with leaders. To this end, the studies presented herein investigate how transformational leadership; different types of organizational commitment, and proactive personality jointly influence these behaviors.
In Study 1, I examined the impact of proactive personality on employees’ aggressive voice, and the moderating role of organizational commitment on these relationships as a means of investigating when proactive individuals speak up for self-serving purposes (i.e., aggressive voice). The findings suggest that the relationship between proactive personality and aggressive voice is stronger when individuals have low perceived sacrifice commitment, or high lack of alternatives commitment.
Study 2 had two main goals. First, I examined whether transformational leadership impacts on employee voice and taking charge by impacting on employees’ motivational state. The findings demonstrate that both work promotion focus and role-breadth self-efficacy mediated the transformational leadership-voice (taking charge) relationship, but affective commitment did not. Second, I tested whether the influence of transformational leadership on employee constructive voice (and taking charge) depends on followers’ proactive personality. Findings suggest that followers’ proactive personality moderates the transformational leadership-voice relationship such that the impact of transformational leadership on employee constructive voice is stronger amongst low proactive followers. Followers’ proactive personality, however, did not moderate the impact of transformational leadership on taking charge. Implications of the results are discussed and future research directions are offered.
- Permission is hereby granted to the University of Alberta Libraries to reproduce single copies of this thesis and to lend or sell such copies for private, scholarly or scientific research purposes only. The author reserves all other publication and other rights in association with the copyright in the thesis and, except as herein before provided, neither the thesis nor any substantial portion thereof may be printed or otherwise reproduced in any material form whatsoever without the author's prior written permission.
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