I Treated the Way You Treated Me: The Effect of Leader Hypocrisy on Employees’ Voice Behavior

References

• Morrison EW. Employee voice behavior: integration and directions for future research. Acad Manag Ann. 2011;5(1):373–412. doi:10.5465/19416520.2011.574506
   Web of Science ®Google Scholar
• Aquino K, McFerran B, Laven M. Moral identity and the experience of moral elevation in response to acts of uncommon goodness. J Pers Soc Psychol. 2011;100(4):703. doi:10.1037/a0022540
   PubMed Web of Science ®Google Scholar
• Bindl UK, Parker SK. Proactive Work Behavior: Forward-Thinking and Change-Oriented Action in Organizations. Selecting and Developing Members for the Organization. American Psychological Association; 2011:567–598.
   Google Scholar
• Burris ER, Rockmann KW, Kimmons YS. The value of voice to managers: employee identification and the content of voice. Acad Manage J. 2017;60(6):2099–2125. doi:10.5465/amj.2014.0320
   Web of Science ®Google Scholar
• Kwon B, Farndale E, Park JG. Employee voice and work engagement: macro, meso, and micro-level drivers of convergence? Hum Resour Manag Rev. 2016;26(4):327–337.
   Web of Science ®Google Scholar
• Elbaz AM, Salem IE, Onjewu AK, Shaaban MN. Hearing employee voice and handling grievance: views from frontline hotel and travel agency employees. Int J Hosp Manag. 2022;107:103311. doi:10.1016/j.ijhm.2022.103311
   Web of Science ®Google Scholar
• Soomro BA, Memon M, Shah N. Paternalistic leadership style, employee voice and creativity among entrepreneurs: empirical evidence from SMEs of a developing country. Manag Decis. 2021;59(2):285–305. doi:10.1108/MD-11-2018-1207
   Web of Science ®Google Scholar
• Liang J, Shu R, Farh CI. Differential implications of team member promotive and prohibitive voice on innovation performance in research and development project teams: a dialectic perspective. J Organ Behav. 2019;40(1):91–104. doi:10.1002/job.2325
   Web of Science ®Google Scholar
• Morrison EW, Milliken FJ. Organizational silence: a barrier to change and development in a pluralistic world. Acad Manage Rev. 2000;25(4):706–725. doi:10.2307/259200
   Web of Science ®Google Scholar
• Shin D, Woodwark MJ, Konrad AM, Jung Y. Innovation strategy, voice practices, employee voice participation, and organizational innovation. J Bus Res. 2022;147:392–402. doi:10.1016/j.jbusres.2022.04.015
   Web of Science ®Google Scholar
• Podsakoff NP, Maynes TD, Whiting SW, Podsakoff PM. One (rating) from many (observations): factors affecting the individual assessment of voice behavior in groups. J Appl Psychol. 2015;100(4):1189. doi:10.1037/a0038479
   PubMed Web of Science ®Google Scholar
• Li CJ, Li F, Chen T, Crant JM. Proactive personality and promotability: mediating roles of promotive and prohibitive voice and moderating roles of organizational politics and leader-member exchange. J Bus Res. 2022;145:253–267. doi:10.1016/j.jbusres.2022.03.002
   Web of Science ®Google Scholar
• Raub S, Robert C. Empowerment, organizational commitment, and voice behavior in the hospitality industry: evidence from a multinational sample. Cornell Hosp Q. 2013;54(2):136–148. doi:10.1177/1938965512457240
   Web of Science ®Google Scholar
• Ng TW, Feldman DC. Changes in perceived supervisor embeddedness: effects on employees’ embeddedness, organizational trust, and voice behavior. Pers Psychol. 2013;66(3):645–685. doi:10.1111/peps.12025
   Web of Science ®Google Scholar
• Aryee S, Walumbwa FO, Mondejar R, Chu CW. Core self-evaluations and employee voice behavior: test of a dual-motivational pathway. J Manage. 2017;43(3):946–966.
   Web of Science ®Google Scholar
• Kim H, Kiura M. The influences of social status and organizational justice on employee voice: a case of customer care workers. Int J Bue Commun. 2020;60(3):802–822. doi:10.1177/2329488420969776
   Web of Science ®Google Scholar
• Hu X, Jiang Z. Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management. Int J Hum Resour Man. 2018;29(5):746–771. doi:10.1080/09585192.2016.1255986
   Web of Science ®Google Scholar
• Kelemen TK, Matthews SH, Matthews MJ, Henry SE. Humble leadership: a review and synthesis of leader expressed humility. J Organ Behav. 2023;44(2):202–224. doi:10.1002/job.2608
   Web of Science ®Google Scholar
• Hu Y, Zhu L, Zhou M, et al. Exploring the influence of ethical leadership on voice behavior: how leader-member exchange, psychological safety and psychological empowerment influence employees’ willingness to speak out. Front Psychol. 2018;9:1718. doi:10.3389/fpsyg.2018.01718
   PubMed Web of Science ®Google Scholar
• Lapointe E, Vandenberghe C. Examination of the relationships between servant leadership, organizational commitment, and voice and antisocial behaviors. J Bus Ethics. 2018;148:99–115. doi:10.1007/s10551-015-3002-9
   Web of Science ®Google Scholar
• Ng TW, Feldman DC. Employee voice behavior: a meta‐analytic test of the conservation of resources framework. J Organ Behav. 2012;33(2):216–234. doi:10.1002/job.754
   Web of Science ®Google Scholar
• Detert JR, Burris ER. Leadership behavior and employee voice: is the door really open? Acad Manage J. 2007;50(4):869–884. doi:10.5465/amj.2007.26279183
   Web of Science ®Google Scholar
• Duan J, Guo Z, Brinsfield C. Does leader integrity facilitate employee voice? A moderated mediation model of perceived risk and leader consultation. Leadrship Org Dev J. 2020;41(8):1069–1087. doi:10.1108/LODJ-08-2019-0353
   Web of Science ®Google Scholar
• Greenbaum RL, Mawritz MB, Piccolo RF. When leaders fail to “walk the talk” supervisor undermining and perceptions of leader hypocrisy. J Manage. 2015;41(3):929–956.
   Web of Science ®Google Scholar
• Bandura A. Social foundations of thought and action. Englewood Cliffs. 1986;1986:23–28.
   Google Scholar
• Rousseau DM, Sitkin SB, Burt RS, Camerer C. Not so different after all: a cross-discipline view of trust. Acad Manage Rev. 1998;23(3):393–404. doi:10.5465/amr.1998.926617
   Web of Science ®Google Scholar
• McAllister DJ. Affect-and cognition-based trust as foundations for interpersonal cooperation in organizations. Acad Manage J. 1995;38(1):24–59. doi:10.2307/256727
   Web of Science ®Google Scholar
• Bharanitharan DK, Lowe KB, Bahmannia S, Chen ZX, Cui L. Seeing is not believing: leader humility, hypocrisy, and their impact on followers’ behaviors. Leadership Q. 2021;32(2):101440. doi:10.1016/j.leaqua.2020.101440
   Web of Science ®Google Scholar
• Mayer RC, Davis JH, Schoorman FD. An integrative model of organizational trust. Acad Manage Rev. 1995;20(3):709–734. doi:10.2307/258792
   Web of Science ®Google Scholar
• Wood R, Bandura A. Social cognitive theory of organizational management. Acad Manage Rev. 1989;14(3):361–384. doi:10.2307/258173
   Web of Science ®Google Scholar
• Skowronski JJ, Carlston DE. Social judgment and social memory: the role of cue diagnosticity in negativity, positivity, and extremity biases. J Pers Soc Psychol. 1987;52(4):689. doi:10.1037/0022-3514.52.4.689
   Web of Science ®Google Scholar
• Vitell SJ, Bing MN, Davison HK, Ammeter AP, Garner BL, Novicevic MM. Religiosity and moral identity: the mediating role of self-control. J Bus Ethics. 2009;88:601–613. doi:10.1007/s10551-008-9980-0
   Web of Science ®Google Scholar
• Duan J, Li C, Xu Y, Wu CH. Transformational leadership and employee voice behavior: a Pygmalion mechanism. J Organ Behav. 2017;38(5):650–670. doi:10.1002/job.2157
   Web of Science ®Google Scholar
• Liao S, Zhou X, Guo Z, Li Z. How does leader narcissism influence employee voice: the attribution of leader impression management and leader-member exchange. Int J Environ Res Public Health. 2019;16(10):1819. doi:10.3390/ijerph16101819
   PubMed Web of Science ®Google Scholar
• Afsar B, Shahjehan A, Shah SI, Wajid A. The mediating role of transformational leadership in the relationship between cultural intelligence and employee voice behavior: a case of hotel employees. Int J Intercult Relat. 2019;69:66–75. doi:10.1016/j.ijintrel.2019.01.001
   Web of Science ®Google Scholar
• Li P, Yin K, Shi J, Damen TG, Taris TW. Are bad leaders indeed bad for employees? A meta-analysis of longitudinal studies between destructive leadership and employee outcomes. J Bus Ethics. 2023;2023:1–15.
   Google Scholar
• Mitchell MS, Rivera G, Treviño LK. Unethical leadership: a review, analysis, and research agenda. Pers Psychol. 2023;76:547–583. doi:10.1111/peps.12574
   Web of Science ®Google Scholar
• Yang QI, Wei H. The impact of ethical leadership on organizational citizenship behavior: the moderating role of workplace ostracism. Leadership Org Dev J. 2018;39(1):100–113. doi:10.1108/LODJ-12-2016-0313
   Web of Science ®Google Scholar
• Cha SE, Edmondson AC. When values backfire: leadership, attribution, and disenchantment in a values-driven organization. Leadership Q. 2006;17(1):57–78. doi:10.1016/j.leaqua.2005.10.006
   Web of Science ®Google Scholar
• Antonetti P, Bowen F, Manika D, Higgins C. Hypocrisy in corporate and individual social responsibility: causes, consequences and implications. J Bus Res. 2020;114:325–326. doi:10.1016/j.jbusres.2019.12.016
   Web of Science ®Google Scholar
• Effron DA, O’Connor K, Leroy H, Lucas BJ. From inconsistency to hypocrisy: when does “saying one thing but doing another” invite condemnation? Res Organ Behav. 2018;38:61–75.
   Web of Science ®Google Scholar
• Meyerson D. The Organization of Hypocrisy: Talk, Decisions, and Actions in Organizations. JSTOR; 1991.
   Google Scholar
• Simons T. Behavioral integrity: the perceived alignment between managers’ words and deeds as a research focus. Organ Sci. 2002;13(1):18–35. doi:10.1287/orsc.13.1.18.543
   Web of Science ®Google Scholar
• Stouten J, Liden RC. Social Loafing in Organizational Work Groups: The Mitigating Effect of Servant Leadership. Individual Motivation Within Groups. Academic Press; 2020:55–80.
   Google Scholar
• Fulk J, Brief AP, Barr SH. Trust-in-supervisor and perceived fairness and accuracy of performance evaluations. J Bus Res. 1985;13:301–313. doi:10.1016/0148-2963(85)90003-7
   Web of Science ®Google Scholar
• Golden TD, Veiga JF. The impact of superior–subordinate relationships on the commitment, job satisfaction, and performance of virtual workers. Leadership Q. 2008;19(1):77–88. doi:10.1016/j.leaqua.2007.12.009
   Web of Science ®Google Scholar
• Colquitt JA, Scott BA, LePine JA. Trust, trustworthiness, and trust propensity: a meta-analytic test of their unique relationships with risk taking and job performance. J Appl Psychol. 2007;92(4):909. doi:10.1037/0021-9010.92.4.909
   PubMed Web of Science ®Google Scholar
• Li AN, Tan HH. What happens when you trust your supervisor? Mediators of individual performance in trust relationships. J Organ Behav. 2013;34(3):407–425. doi:10.1002/job.1812
   Web of Science ®Google Scholar
• Chou HW, Lin YH, Chang HH, Chuang WW. Transformational leadership and team performance: the mediating roles of cognition-based trust and collective efficacy. Sage Open. 2013;3(3):2158244013497027. doi:10.1177/2158244013497027
   Google Scholar
• Zhu W, Newman A, Miao Q, Hooke A. Revisiting the mediating role of trust in transformational leadership effects: do different types of trust make a difference? Leadership Q. 2013;24(1):94–105. doi:10.1016/j.leaqua.2012.08.004
   Web of Science ®Google Scholar
• Rubin RS, Bommer WH, Bachrach DG. Operant leadership and employee citizenship: a question of trust? Leadership Q. 2010;21(3):400–408. doi:10.1016/j.leaqua.2010.03.005
   Web of Science ®Google Scholar
• Surprenant CF, Solomon MR. Predictability and personalization in the service encounter. J Mark. 1987;51(2):86–96. doi:10.1177/002224298705100207
   Web of Science ®Google Scholar
• Dasborough MT. Cognitive asymmetry in employee emotional reactions to leadership behaviors. Leadership Q. 2006;17(2):163–178. doi:10.1016/j.leaqua.2005.12.004
   Web of Science ®Google Scholar
• Wagner T, Korschun D, Troebs CC. Deconstructing corporate hypocrisy: a delineation of its behavioral, moral, and attributional facets. J Bus Res. 2020;114:385–394. doi:10.1016/j.jbusres.2019.07.041
   Web of Science ®Google Scholar
• Berg J, Dickhaut J, McCabe K. Trust, reciprocity, and social history. Games and Economic Behavior. 1995;10(1):122–142. doi:10.1006/game.1995.1027
   Web of Science ®Google Scholar
• Nelson JL, Hegtvedt KA, Haardörfer R, Hayward JL. Trust and respect at work: justice antecedents and the role of coworker dynamics. Work Occup. 2019;46(3):307–338. doi:10.1177/0730888419835261
   Web of Science ®Google Scholar
• Dalal RS, Baysinger M, Brummel BJ, LeBreton JM. The relative importance of employee engagement, other job attitudes, and trait affect as predictors of job performance. J Appl Soc Psychol. 2012;42:E295–E325. doi:10.1111/j.1559-1816.2012.01017.x
   Web of Science ®Google Scholar
• Liu W, Song Z, Li X, Liao Z. Why and when leaders’ affective states influence employee upward voice. Acad Manage J. 2017;60(1):238–263. doi:10.5465/amj.2013.1082
   Web of Science ®Google Scholar
• LePine JA, Van Dyne L. Voice and cooperative behavior as contrasting forms of contextual performance: evidence of differential relationships with big five personality characteristics and cognitive ability. J Appl Psychol. 2001;86(2):326. doi:10.1037/0021-9010.86.2.326
   PubMed Web of Science ®Google Scholar
• Schwepker CH, Schultz RJ. The impact of trust in manager on unethical intention and customer‐oriented selling. J Bus Ind Mark. 2013;28(4):347–356. doi:10.1108/08858621311313938
   Web of Science ®Google Scholar
• Aquino K, Reed IIA. The self-importance of moral identity. J Pers Soc Psychol. 2002;83(6):1423. doi:10.1037/0022-3514.83.6.1423
   PubMed Web of Science ®Google Scholar
• Taylor SG, Griffith MD, Vadera AK, Folger R, Letwin CR. Breaking the cycle of abusive supervision: how disidentification and moral identity help the trickle-down change course. J Appl Psychol. 2019;104(1):164. doi:10.1037/apl0000360
   PubMed Web of Science ®Google Scholar
• Meglino BM, Ravlin EC. Individual values in organizations: concepts, controversies, and research. J Manage. 1998;24(3):351–389.
   Web of Science ®Google Scholar
• Dineen BR, Lewicki RJ, Tomlinson EC. Supervisory guidance and behavioral integrity: relationships with employee citizenship and deviant behavior. J Appl Psychol. 2006;91(3):622. doi:10.1037/0021-9010.91.3.622
   PubMed Web of Science ®Google Scholar
• Ng KY, Chua RY. Do I contribute more when I trust more? Differential effects of cognition-and affect-based trust. Manag Organ Rev. 2006;2(1):43–66. doi:10.1111/j.1740-8784.2006.00028.x
   Google Scholar
• Van Dyne L, 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
• Reiss MC, Mitra K. The effects of individual difference factors on the acceptability of ethical and unethical workplace behaviors. J Bus Ethics. 1998;17(14):1581–1593. doi:10.1023/A:1005742408725
   Web of Science ®Google Scholar
• Aulakh PS, Gencturk EF. International principal–agent relationships: control, governance and performance. Ind Market Manag. 2000;29(6):521–538. doi:10.1016/S0019-8501(00)00126-7
   Web of Science ®Google Scholar
• Aiken LS, West SG, Reno RR. Multiple Regression: Testing and Interpreting Interactions. Sage; 1991.
   Google Scholar
• Chen ASY, Hou YH. The effects of ethical leadership, voice behavior and climates for innovation on creativity: a moderated mediation examination. Leadership Q. 2016;27(1):1–13. doi:10.1016/j.leaqua.2015.10.007
   Web of Science ®Google Scholar
• Jiang J, Ding W, Wang R, Li S. Inclusive leadership and employees’ voice behavior: a moderated mediation model. Curr Psychol. 2022;41(9):6395–6405. doi:10.1007/s12144-020-01139-8
   Web of Science ®Google Scholar
• Zhang L, Lou M, Guan H. How and when perceived leader narcissism impacts employee voice behavior: a social exchange perspective. J Manage Organ. 2022;28(1):77–98. doi:10.1017/jmo.2021.29
   Web of Science ®Google Scholar
• Elsetouhi AM, Hammad AA, Nagm AEA, Elbaz AM. Perceived leader behavioral integrity and employee voice in SMEs travel agents: the mediating role of empowering leader behaviors. Tour Manag. 2018;65:100–115. doi:10.1016/j.tourman.2017.09.022
   Web of Science ®Google Scholar
• Ilsev A, Aydin EM. Leader hypocrisy and its emotional, attitudinal, and behavioral consequences. In: Destructive Leadership and Management Hypocrisy: Advances in Theory and Practice. Emerald Publishing Limited; 2021:129–141.
   Google Scholar
• Chen SJ, Wang MJ, Lee SH. Transformational leadership and voice behaviors: the mediating effect of employee perceived meaningful work. Pers Rev. 2018;47(3):694–708. doi:10.1108/PR-01-2017-0016
   Web of Science ®Google Scholar
• Hsiung HH. Authentic leadership and employee voice behavior: a multi-level psychological process. J Bus Ethics. 2012;107(3):349–361. doi:10.1007/s10551-011-1043-2
   Web of Science ®Google Scholar
• Guo Y, Zhu Y, Zhang L. Inclusive leadership, leader identification and employee voice behavior: the moderating role of power distance. Curr Psychol. 2020;2020:1–10.
   Google Scholar
• Walumbwa FO, Schaubroeck J. Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety. J Appl Psychol. 2009;94(5):1275. doi:10.1037/a0015848
   PubMed Web of Science ®Google Scholar
• Li J, Liang Q, Zhang Z, Wang X. Leader humility and constructive voice behavior in China: a dual process model. Int J Manpow. 2018;39(6):840–854. doi:10.1108/IJM-06-2017-0137
   Web of Science ®Google Scholar
• Vroom VH, Jago AG. The role of the situation in leadership. Am Psychol. 2007;62(1):17–24. doi:10.1037/0003-066X.62.1.17
   PubMed Web of Science ®Google Scholar
• Wang J, Tian S, Wang Y, et al. The relationship between perceptions of leader hypocrisy and employees’ knowledge hiding behaviors: testing a moderated mediation model. Psychol Res Behav Manag;2023. 133–147. doi:10.2147/PRBM.S381364
   PubMed Web of Science ®Google Scholar