Ambidextrous Leadership and Employee Voice Behavior: The Role of Work Motivation and Ambidextrous Culture

References

• Detert JR, Burris ER. Leadership behavior and employee voice: is the door really open? Acad Manage J. 2007;50(4):869–884. doi:10.2307/20159894
   Web of Science ®Google Scholar
• Zhou R, Yin W, Sun L. How leader narcissism links to team voice behavior: the mediating mechanisms of leader voice solicitation and team voice climate. Front Psychol. 2021;12:751446. doi:10.3389/fpsyg.2021.751446
   PubMed Web of Science ®Google Scholar
• Kao KY, Hsu HH, Thomas CL, Cheng YC, Lin MT, Li HF. Motivating employees to speak up: linking job autonomy, po fit, and employee voice behaviors through work engagement. Curr Psychol. 2021;1–15. doi:10.1007/s12144-020-01222-0
   Web of Science ®Google Scholar
• Shu M, Zhong Z, Ren H. Voice contributes to creativity via leaders’ endorsement especially when proposed by extraverted high performance employees. Psychol Res Behav Manag. 2022;15:213–226. doi:10.2147/PRBM.S347148
   PubMed Web of Science ®Google Scholar
• Hao L, Zhu H, He Y, Duan J, Zhao T, Meng H. When is silence golden? A meta-analysis on antecedents and outcomes of employee silence. J Bus Psychol. 2022;37:1039–1063. doi:10.1007/s10869-021-09788-7
   Web of Science ®Google Scholar
• Wang SY, Wang DD, Tao Y. The influence of work-family enrichment symmetry on employee voice. Human Resour Dev China. 2022;39(8):43–57. doi:10.16471/j.cnki.11-2822/c.2022.8.003
   Google Scholar
• Peng JC, Chen SW. In search of a cross-level mechanism linking paternalistic leadership to employee voice behavior. Manag Decis. 2022;60(8):2238–2255. doi:10.1108/MD-04-2021-0454
   Web of Science ®Google Scholar
• Younas A, Wang DP, Javed B, Haque AU. Inclusive leadership and voice behavior: the role of psychological empowerment.J Soc Psychol. 2022;1–17. doi:10.1080/00224545.2022.2026283
   Web of Science ®Google Scholar
• Zheng X, Liu X, Liao H, Qin X, Ni D. How and when top manager authentic leadership influences team voice: a moderated mediation model. J Bus Res. 2022;145:144–155. doi:10.1016/j.jbusres.2022.02.073
   Web of Science ®Google Scholar
• Xue Y, Li XY, Liang H, Li Y. How does paradoxical leadership affect employees’ voice behaviors in workplace? A leader-member exchange perspective. Int J Env Res Pub He. 2020;17(4):1162. doi:10.3390/ijerph17041162
   PubMed Web of Science ®Google Scholar
• Peng GL. The effect of ambidextrous leadership on employee voice: a moderated mediation model. Soc Behav Personal. 2020;48(10):e9304. doi:10.2224/sbp.9304
   Web of Science ®Google Scholar
• Xiao X, Zhou Z, Yang F, Wang S. I am not proactive but i want to speak up: a self-concept perspective. Curr Psychol. 2021;1–16. doi:10.1007/s12144-021-02404-0
   Web of Science ®Google Scholar
• Rosing K, Frese M, Bausch A. Explaining the heterogeneity of the leadership-innovation relationship: ambidextrous leadership. Leadersh Q. 2011;22(5):956–974. doi:10.1016/j.leaqua.2011.07.014
   Web of Science ®Google Scholar
• Zacher H, Rosing K. Ambidextrous leadership and team innovation. Leadership Org Dev J. 2015;36(1):54–68. doi:10.1108/lodj-11-2012-0141
   Web of Science ®Google Scholar
• Meng X, Chenchen N, Liang F, Ocean Liu Y. Research on the influence of paradoxical leadership on compulsory organizational citizenship behavior. Psychol Res Behav Manag. 2021;14:1959–1970. doi:10.2147/PRBM.S318275
   PubMed Web of Science ®Google Scholar
• Kassotaki O. Ambidextrous leadership in high technology organizations. Organ Dyn. 2018;48:37–43. doi:10.1016/j.orgdyn.2018.10.001
   Web of Science ®Google Scholar
• Han Y, Luo JL, Zhong J. The research on the effects of ambidextrous leadership on team innovation performance: from the perspective of routine practice. J Management Sci. 2016;29(1):70–85. doi:10.3969/j.issn.16720334.2016.01.006
   Google Scholar
• Schreuders J, Legesse A. Organizational ambidexterity: how small technology firms balance innovation and support. Technol Innov Manage Rev. 2012;2(2):17–21. doi:10.22215/timreview/522
   Google Scholar
• Wu MY, Wang RS, He PX, Estay C, Akram Z. Examining how ambidextrous leadership relates to affective commitment and workplace deviance behavior of employees: the moderating role of supervisor-subordinate exchange Guanxi. Int J Env Res Pub He. 2020;17(15):5500. doi:10.3390/ijerph17155500
   PubMed Web of Science ®Google Scholar
• Mascareño J, Rietzschel EF, Wisse B. Ambidextrous leadership: opening and closing leader behaviours to facilitate idea generation, idea promotion and idea realization. Eur J Work Organ Psy. 2021;30(4):530–540. doi:10.1080/1359432X.2021.1872544
   Web of Science ®Google Scholar
• Duan JY, Zhang Q. The study of voice behavior in the perspective of cognition: cognitive factors, theoretical basis and formation mechanism. Adv Psychol Sci. 2012;20(1):115–126. doi:10.3724/SP.J.1042.2012.00115
   Google Scholar
• Morrison EW. Employee voice and silence. Annu Rev Organ Psych. 2014;1(1):173–197. doi:10.1146/annurev-orgpsych-031413-091328
   Web of Science ®Google Scholar
• Ding L, Xi YM, Bai YT. The effect of leadership behavior on employees’ perceived support for creativity: an empirical study from a high-tech enterprise in Xi’an. Manage Rev. 2009;21(4):3–89.
   Google Scholar
• Duan JY, Huang CY. The mechanism of individual-focused transformational leadership on employee voice behavior: a self-determination perspective. Nankai Bus Rev. 2014;17(4):98–109.
   Google Scholar
• Gupta V. Relationships between leadership, motivation and employee-level innovation: evidence from India. Pers Rev. 2020;49(7):1363–1379. doi:10.1108/PR-11-2019-0595
   Web of Science ®Google Scholar
• Gibson CB, Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Acad Manage J. 2004;47(2):209–226. doi:10.2307/20159573
   Web of Science ®Google Scholar
• Haider SA, Zubair M, Tehseen S, Iqbal S, Sohail M. How does ambidextrous leadership promote innovation in project-based construction companies? Through mediating role of knowledge-sharing and moderating role of innovativeness. Eur J Innov Manag. 2021. doi:10.1108/EJIM-02-2021-0083
   PubMed Web of Science ®Google Scholar
• Gagné M, Morin AJS, Schabram K, Wang ZN, Chemolli E, Briand M. Uncovering relations between leadership perceptions and motivation under different organizational contexts: a multilevel cross-lagged analysis. J Bus Psychol. 2019;35(6):713–732. doi:10.1007/s10869-019-09649-4
   Web of Science ®Google Scholar
• Zheng XM, Zhao HX, Wang M. Transformational leadership and the followers’ sense of calling at work: the moderating role of perceptions of employee development-oriented organizational culture. J Henan University. 2017;57(6):131–140. doi:10.15991/j.cnki.411028.2017.06.017
   Google Scholar
• Bass BM, Avolio BJ. Full Range Leadership Development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Mind Garden; 1997.
   Google Scholar
• Eisenbeiß SA, Boerner S. A double-edged sword: transformational leadership and individual creativity. Brit J Manage. 2011;24(1):54–68. doi:10.1111/j.1467-8551.2011.00786.x
   Web of Science ®Google Scholar
• Zhang G, Inness M. Transformational leadership and employee voice: a model of proactive motivation. Leadership Org Dev J. 2019;40(7):777–790. doi:10.1108/LODJ-01-2019-0017
   Web of Science ®Google Scholar
• Huang QF, Tang NY. Meta-analysis of exploring the relationship between transformational leadership, transactional leadership and employee innovative behavior. Soft Sci. 2016;30(3):60–64. doi:10.13956/j.ss.1001-8409.2016.03.13
   Google Scholar
• Amabile TM, Hill KG, Hennessey BA, Tighe EM. The work preference inventory: assessing intrinsic and extrinsic motivational orientations. J Pers Soc Psychol. 1994;66(5):950–967. doi:10.1037/0022-3514.66.5.950
   PubMed Web of Science ®Google Scholar
• Endriulaitienė A, Morkevičiūtė M. The unintended effect of perceived transformational leadership style on workaholism: the mediating role of work motivation. J Psych. 2020;154(6):446–465. doi:10.1080/00223980.2020.1776203
   PubMed Web of Science ®Google Scholar
• Bass BM, Avolio BJ, Jung DI, Berson Y. Predicting unit performance by assessing transformational and transactional leadership. J Appl Psychol. 2003;88(2):207–218. doi:10.1037/0021-9010.88.2.207
   PubMed Web of Science ®Google Scholar
• Kark R, Van Dijk D. Motivation to lead, motivation to follow: the role of the self-regulatory focus in leadership processes. Acad Manage Rev. 2007;32(2):500–528. doi:10.2307/20159313
   Web of Science ®Google Scholar
• Deci EL, Ryan RM. The “what” and “why” of goal pursuits: human needs and the self-determination of behavior. Psychol Inq. 2000;11(4):227–268. doi:10.1207/s15327965pli1104_01
   Web of Science ®Google Scholar
• Cerasoli CP, Nicklin JM, Ford MT. Intrinsic motivation and extrinsic incentives jointly predict performance: a 40-year meta-analysis. Psychol Bull. 2014;140(4):980–1008. doi:10.1037/a0035661
   PubMed Web of Science ®Google Scholar
• Zahoor S, Yang S, Ren X, Haider SA. Corporate governance and humble leadership as antecedents of corporate financial performance: monetary incentive as a moderator. Front Psychol. 2022;13:904076. doi:10.3389/fpsyg.2022.904076
   PubMed Web of Science ®Google Scholar
• Kuvaas B, Buch R, Weibel A, Dysvik A, Nerstad CGL. Do intrinsic and extrinsic motivation relate differently to employee outcomes? J Econ Psychol. 2017;61:244–258. doi:10.1016/j.joep.2017.05.004
   Web of Science ®Google Scholar
• Wang H, Chang Y. The influence of organizational creative climate and work motivation on employee’s creative behavior. J Management Sci. 2017;30(3):51–62. doi:10.3969/j.issn.1672-0334.2017.03.005
   Google Scholar
• Wang Y, Xiao S, Ren R. A moral cleansing process: how and when does unethical pro-organizational behavior increase prohibitive and promotive voice. J Bus Ethics. 2022;176(1):175–193. doi:10.1007/s10551-020-04697-w
   Web of Science ®Google Scholar
• Weiss M, Morrison EW. Speaking up and moving up: how voice can enhance employees’ social status. J Organ Behav. 2019;40(1):5–19. doi:10.1002/job.2262
   Web of Science ®Google Scholar
• Amabile TM. Motivational synergy: toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Hum Resour Manage Rev. 1993;3(3):85–201. doi:10.1016/1053-4822(93)
   Google Scholar
• Ran Z, Gul A, Akbar A, Haider SA, Zeeshan A, Akbar M. Role of gender-based emotional intelligence in corporate financial decision-making. Psychol Res Behav Manag. 2021;14:2231–2244. doi:10.2147/PRBM.S335022
   PubMed Web of Science ®Google Scholar
• Young HR, Glerum DR, Joseph DL, McCord MA. A meta-analysis of transactional leadership and follower performance: double-edged effects of LMX and empowerment. J Manage. 2021;47(5):1255–1280. doi:10.1177/0149206320908646
   Web of Science ®Google Scholar
• Wang CL, Rafiq M. Ambidextrous organizational culture, contextual ambidexterity and new product innovation: a comparative study of UK and Chinese high-tech Firms. Brit J Manage. 2014;25(1):58–76. doi:10.1111/j.1467-8551.2012.00832.x
   Web of Science ®Google Scholar
• Lee JY, Seo Y, Jeung W, Kim J. How ambidextrous organizational culture affects job performance: a multilevel study of the mediating effect of psychological capital. J Manage Organ. 2019;25(6):860–875. doi:10.1017/jmo.2017.38
   Web of Science ®Google Scholar
• Khan SJ, Mir AA. Ambidextrous culture, contextual ambidexterity and new product innovations: the role of organizational slack and environmental factors. Bus Strateg Environ. 2019;28(4):652–663. doi:10.1002/bse.2287
   Web of Science ®Google Scholar
• Xu YN, Gu QX Ambidextrous culture and organizational creativity: base on the contingency perspective of organizational structure. The Third China Human Resource Management Conference. Nanjing: Management Society of China, 2014; 229–243.
   Google Scholar
• Hartnell CA, Kinicki AJ, Lambert LS, Fugate M, Doyle Corner P. Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions. J Appl Psychol. 2016;101(6):846–861. doi:10.1037/apl0000083
   PubMed Web of Science ®Google Scholar
• Nguyen TN, Shen CH, Le PB. Influence of transformational leadership and knowledge management on radical and incremental innovation: the moderating role of collaborative culture. Kybernetes. 2022;51(7):2240–2258. doi:10.1108/K-12-2020-0905
   Web of Science ®Google Scholar
• Khairuddin S, Haider SA, Tehseen S, Iqbal S. Creativity in construction project through entrepreneurial leadership, innovative ambidexterity and collaborative culture. Adv Math. 2021;10(3):1529–1546. doi:10.37418/amsj.10.3.38
   Google Scholar
• Sprent P, Smeeton NC. Applied Nonparametric Statistical Methods. Boca Raton, FL, USA: CRC Press; 2016.
   Google Scholar
• Smironva E, Kiatkawsin K, Lee SK, Kim J, Lee CH. Self-selection and non-response biases in customers’ hotel ratings–a comparison of online and offline ratings. Curr Issues Tour. 2020;23:1191–1204. doi:10.1080/13683500.2019.1599828
   Web of Science ®Google Scholar
• Comfrey AL, Lee HB. A First Course in Factor Analysis. Hillsdale, NJ: Lawrence Erlbaum Associates; 1992.
   Google Scholar
• Osborne JW, Costello AB. Sample size and subject to item ratio in principal components analysis. Practical Assessment Res Evaluation. 2004;9:1–9. doi:10.7275/ktzq-jq66
   Google Scholar
• Hu X, Dong M, Li Y, Wang M. The cross-level influence of authoritarian leadership on counterproductive work behavior: a moderated mediation model. Curr Psychol. 2022;1–14. doi:10.1007/s12144-022-03491-3
   Web of Science ®Google Scholar
• Gauglitz IK, Schyns B, Fehn T, Schütz A. The dark side of leader narcissism: the relationship between leaders’ narcissistic rivalry and abusive supervision. J Bus Ethics. 2022;1–16. doi:10.1007/s10551-022-05146-6
   Web of Science ®Google Scholar
• Zhu Y, Ouyang C, Chen W. Spiritual Leadership, Autonomous Motivation and Employee Craftsmanship Spirit: the Cross-Level Moderating Effect of Caring Ethical Climate. Psychol Res Behav Manag. 2022;15:1971. doi:10.2147/PRBM.S358107
   PubMed Web of Science ®Google Scholar
• Jiang Y, Asante D, Zhang J, Ampaw EM. The influence of ambidextrous leadership on the employee innovative behavior: an empirical study based on Chinese manufacturing enterprises. Curr Psychol. 2021;1–14. doi:10.1007/s12144-021-02233-1
   Web of Science ®Google Scholar
• Dyne LV, LePine JA. Helping and voice extra-role behaviors: evidence of construct and predictive validity. Acad Manage J. 1998;41(1):108–119. doi:10.2307/256902
   Web of Science ®Google Scholar
• Jia MM, Zhang LT, Wang Q. Leadership style and employee voice: a perspective based on mutual trust. Sci Res Management. 2020;41(3):238–246. doi:10.19571/j.cnki.1000-2995.2020.03.024
   Google Scholar
• Deci EL, Olafsen AH, Ryan RM. Self-determination theory in work organizations: the state of a science. Annu Rev Organ Psych. 2017;4(1):19–43. doi:10.1146/annurev-orgpsych-032516-113108
   Web of Science ®Google Scholar
• Anning-Dorson T. Organizational culture and leadership as antecedents to organizational flexibility: implications for SME competitiveness. J Entrep Emerg Econ. 2021;13(5):1309–1325. doi:10.1108/JEEE-08-2020-0288
   Web of Science ®Google Scholar
• Zheng J, Wu G, Xie H, Li H. Leadership, organizational culture, and innovative behavior in construction projects: the perspective of behavior-value congruence. Int J Manag Proj Bus. 2019;12(4):888–918. doi:10.1108/IJMPB-04-2018-0068
   Web of Science ®Google Scholar
• Zalesny MD, Ford JK. Extending the social information processing perspective: new links to attitudes, behaviors, and perceptions. Organ Behav Hum Dec. 1990;47(2):205–246. doi:10.1016/0749-5978(90)
   Web of Science ®Google Scholar
• Dyne LV, Ang S, Botero IC. Conceptualizing employee silence and employee voice as multidimensional constructs. J Manage Stud. 2003;40(6):1359–1392. doi:10.1111/1467-6486.00384
   Web of Science ®Google Scholar
• Porter LW, McLaughlin GB. Leadership and the organizational context: like the weather? Leadersh Q. 2006;17(6):559–576. doi:10.1016/j.leaqua.2006.10.002
   Web of Science ®Google Scholar