The mediating effects of employees' trust and voice in times of crisis, with Yuli Suseno.
Highlights
Expanding on existing work connecting leadership and employees’ organizational citizenship behavior (OCB), the present study aims to examine the mechanism by which leadership roles facilitate proactive and discretionary work behavior in times of crisis. Drawing on Complexity Leadership Theory, we highlight the sequential mediation effects of employees’ trust and employee voice in the relationship between leadership and employees’ OCB. Based on a sample of 307 employees working in various organizational settings in Australia, our findings provide important insights on the mechanisms by which leadership roles facilitate OCB. While we observed direct effects of leadership roles on trust, voice, and OCB, our study also demonstrates that both empowering and change-oriented leadership roles foster employees' affective and cognitive trust, which in turn enables OCB toward the organization. Additionally, we found that empowering leadership role encourages promotive voice, allowing employees to demonstrate OCB toward their coworkers and the organization. However, we found that change-oriented leadership role encourages promotive voice but this only results in OCB toward the organization. Our study contributes to both the crisis leadership and OCB literatures by exploring the conditional-specific mechanisms simultaneously under which employees’ OCB in the form of behaviors toward their coworkers and the organization, can be facilitated during and following an exogenous shock like the COVID-19 pandemic. The implications, limitations, and future research directions are discussed.
Sustainable Development Goals
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