Purpose
The purpose of this study is to explore the relationship between empowering leadership and employees’ constructive voice behavior in the present organizational dynamics. The authors propose a moderated mediation model to investigate the relationship between empowering leadership, employees’ core self-evaluation, psychological safety and constructive voice.
Design/methodology/approach
The authors collected survey data from a sample of 282 service executives across Indian organizations. This study uses SPSS Process macro (moderated mediation model) to analyze the data collected. Additionally, the authors have used moderation graph to elucidate the interaction effect.
Findings
The results suggest that empowering leadership positively affects employees’ constructive voice behavior. Supporting results were observed for the mediating impact of psychological safety between empowering leadership and constructive voice, and moderating role of core self-evaluation between empowering leadership and psychological safety.
Research limitations/implications
The small sample size limits the study from drawing generalizations. Other potential limitations are discussed, too.
Practical implications
Significant impact of empowering leadership on voice behavior highlights the importance of style of leadership adopted; a 360-degree appraisal of leaders can be conducted to identify proper empowering leaders. The moderating role of core self-evaluation implies that employees who perceive themselves competent may only offer constructive suggestions even if they work in a psychologically safe environment.
Originality/value
This paper is the first to explore the relationship between a new form of leadership style, empowering leadership and employees’ constructive voice behavior, and is, thus, relevant for employers who expect their employees to contribute in the form of ideas, suggestions and concerns towards the growth of the company.
