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The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment

Published online by Cambridge University Press:  08 July 2019

Jin Cheng ,
Haiqing Bai Open the ORCID record for Haiqing Bai [Opens in a new window]  and
Caixia Hu
Jin Cheng
Affiliation:
School of Management, Xiamen University, Xiamen, China
Haiqing Bai*
Affiliation:
School of Journalism and Communication, Xiamen University, Xiamen, China
Caixia Hu
Affiliation:
School of Management, Xiamen University, Xiamen, China
*
*Corresponding author. Email: Haiqing.bai@xmu.edu.cn
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Abstract

Studies have shown that voice could be utilized as an effective method to improve organizational effectiveness. This study explores the relationship between ethical leadership and employee voice behavior by focusing on the mediating role of the error management climate and the moderating role of the employee's organizational commitment. Analysis of data collected in three phases in China indicates that the error management climate partly mediates the relationship between ethical leadership and voice behavior. Also, organizational commitment is found to moderate the relationship between the error management climate and voice behavior. Theoretical and practical implications of these results are discussed.

Keywords

Ethical leadershipvoiceerror management climateorganizational commitment
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 1 , January 2022 , pp. 58 - 76
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019

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