This dissertation leveraged signaling theory to examine feedback loops in employees' constructive voice behavior. Utilizing an event-focused lens, I examined how past experiences with voice behavior can impact an organizational newcomer's willingness to voice. Given contention in the literature on managerial responses to voice, I distinguished between voice implementation and voice appreciation and developed and validated a measure of voice implementation. Using a vignette design, Study 1 provided experimental evidence that a supervisor's voice implementation and appreciation in response to an organizational newcomer's first voice event in a new job impact the likelihood of that employee voicing again. Also using a vignette design, Study 2 provided experimental evidence that organizational newcomers consider their leader-member exchange quality with their current supervisor as well as voice implementation from their previous supervisor when deciding whether to voice for the first time in a new job. In a three-wave field data collection, Study 3 failed to support the hypotheses. However, novel information was discovered about the prevalence and frequency of constructive voice behavior in organizational newcomers. Theoretical and practical implications are discussed.

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Abstract  Linnaeus University – Campus Kalmar School of Business and Economics Leadership and Management in International Contexts (60 credits)  Title: Transformational Leadership in the Chinese Culture – A Quantitative Study on the Impact of Transformational Leadership on Chinese Internet Companies’ Performance.  This research aims to study how transformational leadership affects organizational performance and the mediation effect of employee voice behaviour. A quantitative research method and a deductive research approach were used for this research study, where theoretical concepts were developed. Several hypotheses were derived as means to test the existing theories regarding research variables. The data in this research was collected through a 384 completed online survey questionnaire from employees of the top ten listed Chinese internet companies. Various statistical techniques, including Pearson correlation analysis, linear regression analysis, and mediation effect testing, were implemented to provide evidence for hypothesis testing. The statistical analysis results indicate that a particular dimension of transformational leadership positively impacts Chinese internet companies’ performance, and employee voice behaviour has a partial mediation effect in this relationship.

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在現今高度競爭的商業環境，員工建言行為的展現對於組織而言日顯重要。過往許多文獻即顯示員工建言行為對於組織有許多益處，包含增進組織決策品質、組織創新與提升團體績效表現。為了全面性瞭解組織中的建言行為，本研究目的為四：（1）了解不同目標導向員工對於建言行為之影響、（2）從主管、同儕與個體本身之角度，了解建言行為對個體之影響、（3）探討建言行為在不同目標導向與結果間所扮演之中介角色，以及（4）探討主管建言行為對員工建言行為之影響。 本研究採對偶的問卷調查，共蒐集157位主管與242位部屬資料，並透過階層迴歸進行資料分析。研究結果顯示：（1）證明目標導向及逃避目標導向皆與挑戰型建言及支持型建言有顯著正向關係、（2）挑戰型建言與支持型建言分別在證明目標導向與組織導向自尊具有部分中介效果、然而兩種建言對於目標導向與主管評價及目標導向與知覺職場排擠皆無中介效果，以及（3）主管建言行為對於目標導向與建言行為間並無調節效果。 根據研究結果，本研究證實目標導向與建言行為之間的關係，以及建言行為對證明目標導向與組織導向自尊的中介效果。最後，研究者進一步提出本研究之理論貢獻、管理實務意涵、研究限制與未來研究方向，以供業界及組織行為領域之學者參考。 / In today’s hypercompetitive business environment, employees’ voice behavior has become even more important to organizations. Many references also showed that employees’ voice behavior can bring benefits to organizations, such as improved organizational decision quality, innovation, and enhancing team performance. To build toward a comprehensive understanding of voice behavior in organizations, the purpose of this research are as follows: (1) to demonstrate how different goal orientations predict employees’ voice behavior, (2) to explore the results of employees’ voice behavior from the perspectives of the supervisor, co-worker, and individual, (3) to demonstrate the mediator role between different goal orientation and outcome variables, and (4) to demonstrate the influence of supervisors’ voice behavior on employees’ voice behavior. With data collected from 157 supervisors and 242 employees to examine the hypothesized relationships, the present study also utilizes the dyad approach. The results showed that (1) both prove goal orientation and avoid goal orientation are positively related to challenge voice and supportive voice, (2) both challenge voice and supportive voice mediated prove goal orientation and organizational based self-esteem respectively, but didn’t play mediators role neither on goal orientation and employee’s performance from supervisor’s view nor on goal orientation and workplace ostracism, and (3) supervisors’ voice behavior has no moderating effect on goal orientation and employee’s voice behavior. In conclusion, the present study showed that goal orientation have the influence on voice behavior, and both challenge voice and supportive voice mediated prove goal orientation and organizational based self-esteem respectively. Finally, theoretical implications, practical implications, limitations and future directions are discussed for managers’ and researchers’ reference.

Organizational change and innovation are critical for business survival and more likely to occur when employees engage in change-oriented behaviors. Previous studies have examined the direct effects of workplace social exchanges on employees’ change-oriented behaviors; however, less attention has been given to the combined effects of these exchanges and the mechanisms by which these relationships occur. In this study, I look at the combined effects of leader-member exchange, trust in team members, and perceived organizational support on voice, innovative, and learning behaviors via psychological safety. In addition, based on the understanding that psychological safety is not always present in the work environment, I look at the conditions under which these workplace social exchanges lead to the aforementioned behaviors even when psychological safety is low or absent. Therefore, the purpose of this dissertation is three-fold: (1) to explore the combined effects of leader-member exchange, trust in team members, and perceived organizational support in improving followers’ psychological safety within the organization, (2) to investigate the mediating role of psychological safety on the relationships between workplace social exchanges and followers’ change-oriented behaviors, and (3) to expand on previous findings and examine the conditions under which these social exchanges and psychological safety lead to followers’ change-oriented behaviors. Specifically, I propose and test a theoretical model derived from social exchange theory to examine conditional indirect effects of leader-member exchange, trust in team members, and perceived organizational support on voice, innovative, and learning behaviors through psychological safety within the organization, and to examine the role of proactive personality, political skill, perceived team social integration, perceived support for innovation and perceived organizational justice as second stage moderating variables that may compensate for low psychological safety within the organization. My theoretical model was tested using lagged data collected from leader-follower dyads representing 174 followers and 85 leaders from four organizations located in the United States. To test this theoretical model, I used a quantitative non-experimental research design, a survey method, and multilevel analytical procedures.