Can coaching leadership encourage subordinates to speak up? Dual perspective of cognition-affection

Abstract

PurposeThe purpose of this paper is to explore the influencing mechanism of coaching leadership (CL) on employee voice behavior (VB) based on cognitive-affective system theory of personality (CAPS). Specifically, the study intends to build a model of psychological security (PS) and openness to change (OC) that mediate the relationship between CL and employee VB at an individual-level and group-level from cognitive-affective dual perspective.Design/methodology/approachCL, employee VB, PS and OC were assessed in an empirical study based on a supervisor–subordinate dyads sample of 287 employees and 72 team leaders from enterprises in Southern China.FindingsFrom CAPS theory perspective, the authors found that CL promotes employee VB and that PS and OC mediate the relationship between CL and VB.Practical implicationsResults underscore the importance of encouraging managers to engage in CL behaviors, which are conductive to enhancing employee PS and OC thereby improving employee VB. These results also highlight the significance of managerial attention to a secure voice atmosphere and the improvement of employees’ affective commitment to organizational change.Originality/valueThe research findings provide a significant contribution to the literature in that it shows PS and OC as crucial dual mediating mechanism through which CL influences VB. Moreover, this paper is one of the few studies answering the call to examine the effect of leadership at multiple levels.