Visionary Leadership and Employee Voice Behavior: Mediating Role Of Self-efficacy

Abstract

Facilitating employee voice behavior has become an area of interest in the human resource management field, and many studies have examined the influence of leadership on employee voice behavior. However, there are limited studies on the relationship of visionary leadership to employee voice behavior. We investigated the relationship between visionary leadership and employee voice behavior, as well as the mediating role of employee selfefficacy. Data were collected through a paper-and-pencil survey completed by 294 supervisor–subordinate dyads in China. Results of structural equation modeling showed that visionary leadership was positively related to employee voice behavior and that this direct relationship was mediated by employee selfefficacy. This study is the first to empirically examine the relationships among visionary leadership, employee self-efficacy, and employee voice behavior, and it provides a new path to link visionary leadership to employee voice behavior.