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Linking Colleague Support to Employees' Promotive Voice: A Moderated Mediation Model.

Xie XY, Ling CD, Mo SJ, Luan K - PLoS ONE (2015)

Bottom Line: Analyses of multi-source data from 51 cross-functional sources (51 team supervisors and 162 employees) showed that employees' felt obligation for constructive change positively mediates the relationship between colleague support and promotive voice behavior.Moreover, the impact of colleague support on felt obligation for constructive change is stronger when there is a low level of subgroup formation in the team.Theoretical and practical implications of these findings are discussed.

View Article: PubMed Central - PubMed

Affiliation: School of Management, Zhejiang University, Hangzhou, China.

ABSTRACT
Promotive voice is essential for improving team and organization performance. Yet in the current literature, less was known regarding the psychological reasons why people engage in promotive voice. Through the lens of social exchange, we proposed that employees who received support from colleagues may develop higher level of felt obligation for constructive change which leads to promotive voice. Analyses of multi-source data from 51 cross-functional sources (51 team supervisors and 162 employees) showed that employees' felt obligation for constructive change positively mediates the relationship between colleague support and promotive voice behavior. Moreover, the impact of colleague support on felt obligation for constructive change is stronger when there is a low level of subgroup formation in the team. Theoretical and practical implications of these findings are discussed.

No MeSH data available.


Hypothetical model.H1 represents an indirect effect. H2 represents a cross-level moderation effect. H3 represents a cross-level moderated mediation effect. H = Hypothesis.
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pone.0132123.g001: Hypothetical model.H1 represents an indirect effect. H2 represents a cross-level moderation effect. H3 represents a cross-level moderated mediation effect. H = Hypothesis.

Mentions: All of the hypotheses of this study are shown in Fig 1.


Linking Colleague Support to Employees' Promotive Voice: A Moderated Mediation Model.

Xie XY, Ling CD, Mo SJ, Luan K - PLoS ONE (2015)

Hypothetical model.H1 represents an indirect effect. H2 represents a cross-level moderation effect. H3 represents a cross-level moderated mediation effect. H = Hypothesis.
© Copyright Policy
Related In: Results  -  Collection

License
Show All Figures
getmorefigures.php?uid=PMC4492547&req=5

pone.0132123.g001: Hypothetical model.H1 represents an indirect effect. H2 represents a cross-level moderation effect. H3 represents a cross-level moderated mediation effect. H = Hypothesis.
Mentions: All of the hypotheses of this study are shown in Fig 1.

Bottom Line: Analyses of multi-source data from 51 cross-functional sources (51 team supervisors and 162 employees) showed that employees' felt obligation for constructive change positively mediates the relationship between colleague support and promotive voice behavior.Moreover, the impact of colleague support on felt obligation for constructive change is stronger when there is a low level of subgroup formation in the team.Theoretical and practical implications of these findings are discussed.

View Article: PubMed Central - PubMed

Affiliation: School of Management, Zhejiang University, Hangzhou, China.

ABSTRACT
Promotive voice is essential for improving team and organization performance. Yet in the current literature, less was known regarding the psychological reasons why people engage in promotive voice. Through the lens of social exchange, we proposed that employees who received support from colleagues may develop higher level of felt obligation for constructive change which leads to promotive voice. Analyses of multi-source data from 51 cross-functional sources (51 team supervisors and 162 employees) showed that employees' felt obligation for constructive change positively mediates the relationship between colleague support and promotive voice behavior. Moreover, the impact of colleague support on felt obligation for constructive change is stronger when there is a low level of subgroup formation in the team. Theoretical and practical implications of these findings are discussed.

No MeSH data available.