Employees Voice and Silence on Leadership and Organizational Culture as Mediation Variables
DOI:
https://doi.org/10.55356/so.v2i3.61Keywords:
Employee Voice, Employe Silent, Leadership, Organizational CultureAbstract
This research study delves into the dynamics of employee behavior in relation to leadership and organizational culture, focusing on the roles of voice and silence as mediating variables. The study aims to understand how employees' perceptions of leadership and the prevailing organizational culture influence their decisions to speak up (voice) or withhold their opinions (silence). By investigating the mediating effects of voice and silence, the study seeks to provide insights into the intricate interplay between leadership effectiveness, organizational culture, and employee communication behavior. The research employs a mixed-methods approach, combining quantitative surveys and qualitative interviews to capture a comprehensive view of the subject matter. Through a survey administered to a diverse sample of employees across various industries, data will be collected regarding their perceptions of leadership styles, organizational culture dimensions, and their tendencies to engage in vocal behaviors or remain silent. Concurrently, qualitative interviews with selected participants will delve deeper into the underlying motivations, barriers, and contextual nuances shaping employees' decisions to voice their opinions or remain silent. The study hypothesizes that both leadership styles and organizational culture significantly impact employees' likelihood to engage in voice or silence behaviors. Furthermore, it posits that employees' perceptions of leadership and organizational culture act as mediating factors in this relationship. By employing advanced statistical analyses and thematic coding techniques, the study aims to validate these hypotheses and uncover potential mechanisms through which leadership and culture jointly influence employee communication behavior. The findings of this research are expected to contribute to the existing body of knowledge by shedding light on the complex relationship between leadership, organizational culture, and employee communication behaviors. The study's outcomes could offer practical implications for organizational leaders and managers, helping them comprehend the importance of fostering an inclusive culture that encourages employee voice and reduces the prevalence of silence. Ultimately, the research strives to enrich the understanding of the dynamics that shape employee engagement, communication, and participation within their respective organizations.
References
A.Black, J. dan D. J. J. C. (2001). Metode dan Masalah Penelitian Sosial (E. Koswara). Reefika Aditama.
Abid, G., Arya, B., Arshad, A., Ahmed, S., & Farooqi, S. (2021). Positive personality traits and self-leadership in sustainable organizations: Mediating influence of thriving and moderating role of proactive personality. Sustainable Production and Consumption, 25, 299–311. https://doi.org/10.1016/j.spc.2020.09.005
Amabile, T. (1988). Amabile_A_Model_of_CreativityOrg.Beh_v10_pp123-167.pdf. In Research in Organizational Behavior (Vol. 10, pp. 123–167).
Andhika, L. R. (2017). Systematic Review: Budaya Inovasi Aspek Yang Terlupakan Dalam Inovasi Kepegawaian. Civil Service BKN, 11(1), 49–61.
Burns, W. A. (2021). A Typology of Destructive Leadership: PseudoTransformational, Laissez-Faire, and Unethical Causal Factors and Predictors. In Destructive Leadership and Management Hypocrisy. Emerald Publishing Limited.
Cortina, L. M., Kabat-Farr, D., Magley, V. J., & Nelson, K. (2017). Researching rudeness: The past, present, and future of the science of incivility. Journal of Occupational Health Psychology, 22(3), 299
Carmeli, A., & Spreitzer, G. M. (2009). Trust, connectivity, and thriving: implications for innovative behaviors at work. Journal of Creative Behavior, 43(3), 169–191. https://doi.org/10.1002/j.2162-6057.2009.tb01313.x
Christine porath, gretchen spreitzer, cristina gibson and flannery g. G. (2012). Predicting Marital Happiness and Stability from Newlywed Interactions Published by : National Council on Family Relations Predicting Marital Happiness and Stability from Newlywed Interactions. Journal of Organizational Behavior, J. Organiz. Behav, 33(1), 250–275. https://doi.org/10.1002/job
Chughtai, A., Byrne, M., & Flood, B. (2015). Linking Ethical Leadership to Employee Well-Being: The Role of Trust in Supervisor. Journal of Business Ethics, 128(3), 653–663. https://doi.org/10.1007/s10551-014-2126-7
Cooper, D. R. and P. S. S. (2003). (2003). Business Research Methods, International Edition. McGraw-Hill Companies.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An Interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602 Dhar, R. L. (2016). Ethical leadership and its impact on service innovative behavior: The role of LMX and job autonomy. Tourism Management, 57, 139–148. https://doi.org/10.1016/j.tourman.2016.05.011
Duan, S., Liu, Z., & Che, H. (2018). Mediating influences of ethical leadership on employee creativity. Social Behavior and Personality, 46(2), 323–337. https://doi.org/10.2224/sbp.616
Etikariena, A. (2020). Peran Gaya Kepemimpinan Pada Perilaku Kerja Inovatif Karyawan Pada Organisasi Berbasis Teknologi Digital. Jurnal Ecopsy, 7(1), 48–63. https://doi.org/10.20527/ecopsy.v7i1.8426
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
Ferdinand. (2014). Metode Penelitian Manajemen. BP Universitas Diponegoro.
Ghozali, imam. (2008). Structural Equation Modelling, Edisi II. Universitas Diponegoro.
Ghulam Abid, I. Z. dan A. A. (2015). Mediated Mechanism of Thriving at Work between Perceived Organization Support, Innovative Work Behavior and Turnover Intention. Pakistan Journal of Commerce and Social Sciences (PJCSS), 9(3), 962–998. http://hdl.handle.net/10419/188234%0AStandard-Nutzungsbedingungen:
Gu, Q., Tang, T. L. P., & Jiang, W. (2015). Does Moral Leadership Enhance Employee Creativity? Employee Identification with Leader and Leader–Member Exchange (LMX) in the Chinese Context. Journal of Business Ethics, 126(3), 513–529. https://doi.org/10.1007/s10551-013-1967-9
Hair et al. (2017). A Primer on Partial Squares Structural Equation Modeling (PLS-SEM) 2 th edition. SAGE.
Ilyas, S., Abid, G., & Ashfaq, F. (2020). Ethical leadership in sustainable organizations: The moderating role of general self-efficacy and the mediating role of organizational trust. Sustainable Production and Consumption, 22, 195–204. https://doi.org/10.1016/j.spc.2020.03.003
Iqbal, Z. A., Abid, G., Contreras, F., & Hassan, Q. (2020). Ethical Leadership and Innovative Work Behavior : The Mediating Role of Individual Attributes. Journal of Open Innovation, 1–15. https://doi.org/doi:10.3390/joitmc6030068
Klaus, K., & Steele, S. L. (2020). An exploratory and descriptive study of destructive leadership in US higher education. International Journal of Leadership in Education, 1-21
Kleine, A. K., Rudolph, C. W., & Zacher, H. (2019). Thriving at work: A meta-analysis. Journal of Organizational Behavior, 40(9–10), 973–999. https://doi.org/10.1002/job.2375
Martin, R. M. (2014). Consequences of destructive leadership through the experiences of millennial followers (Doctoral dissertation, University of the Incarnate Word)
Mighfar, S. (2015). Social exchange theory : Telaah Konsep George C. Homans Tentang Teori Pertukaran Sosial. LISAN AL-HAL: Jurnal Pengembangan Pemikiran Dan Kebudayaan, 9(2), 259–282. https://doi.org/10.35316/lisanalhal.v9i2.98
Özsungur, F. (2019). The impact of ethical leadership on service innovation behavior. Asia Pacific Journal of Innovation and Entrepreneurship, 13(1), 73–88. https://doi.org/10.1108/apjie-12-2018-0073
Scott, G., Leritz, L. E., & Mumford, M. D. (2004). The effectiveness of creativity training: A quantitative review. Creativity Research Journal, 16(4), 361–388. https://doi.org/10.1080/10400410409534549
Scott, S. G., Bruce, R. A., Scott, S. G., & Bruce, R. A. (2011). Determinants of innovative behavior: A path model of individual innovation in workplace. 37(3), 580–607.
Sekaran, uma. (2011). esearch Methods For Business (Metode Penelitian Untuk Bisnis).
Sugiyono. (2014). Metode Penelitian Pendidikan Pendekatan Kuantitatif, Kualitatif, dan R&D. Alfabeta.
Tayyasar, T. (2017). Influence of Ethical Leadership on Innovative Work Behavior: Examination of Individual-Level Psychological Mediators. Pakistan Journal of Commerce and Social Sciences (PJCSS), 11(2), 448–470. http://hdl.handle.net/10419/188300%0AStandard-Nutzungsbedingungen:
TED A. PATERSON, F. L. A. W. J. (2014). Thriving at work: Impact of psychological capital and supervisor support. Journal of Organizational Behavior, J. Organiz. Behav, 35(1), 434–446. https://doi.org/10.1002/job
Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37. https://doi.org/10.1177/0018726703056001448
Wallace, J. C., Butts, M. M., Johnson, P. D., Stevens, F. G., & Smith, M. B. (2016). A Multilevel Model of Employee Innovation: Understanding the Effects of Regulatory Focus, Thriving, and Employee Involvement Climate. Journal of Management, 42(4), 982–1004. https://doi.org/10.1177/0149206313506462
Weichun Zhu, May, D. R., & Avolio, B. J. (2004). The Impact of Ethical Leadership Behavior on Employee Outcomes: The Roles of Psychological Empowerment and Authenticity. Journal of Leadership & Organizational Studies, 11(1), 16–26. https://doi.org/10.1177/107179190401100104
Widiantoro, D., Arief, Y., Rizal, I., & Fitriyana, N. (2023). EMPLOYEE VOICE DITINJAU
DARI KEPEMIMPINAN TRANSFORMASIONAL. MOTIVA: JURNAL PSIKOLOGI, 5(2), 110-114.
Yidong, T., & Xinxin, L. (2013). How Ethical Leadership Influence Employees’ Innovative Work Behavior: A Perspective of Intrinsic Motivation. Journal of Business Ethics, 116(2), 441–455. https://doi.org/10.1007/s10551-012-1455-7
ZAMRI, A. (2018). PENGARUH KEPEMIMPINAN ETIS TERHADAP EMPLOYEE
SILENCE DAN EMPLOYEE VOICE. STUDI PADA INDUSTRI TELEKOMUNIKASI DI INDONESIA (Doctoral dissertation, Universitas Gadjah Mada).
