Does Value Congruence Lead to Voice? Cooperative Voice and Cooperative Silence under Team and Differentiated Transformational Leadership
研究发现在团队变革型领导下，领导与下属价值观一致会同时增加基于合作动机的建言和沉默，但下属感知的差异化个体变革型领导会调节这一关系，高一致时更可能引发沉默。
This study seeks to resolve a puzzle of the coexistence of follower cooperative voice and cooperative silence (expressing/withholding work-related ideas, information, and opinions based on collective, cooperative motives) in the presence of transformational leadership. A sample of 193 bank employees under 52 managers revealed that in the presence of group-focused transformational leadership, both voice and silence based on cooperative motives increased through the mediation of value congruence between leaders and followers. However, cooperative voice was more likely to be the main response to a high level of value congruence when followers under the same leader perceived individual-focused transformational leadership uniformly. Under a high level of differentiated individual-focused transformational leadership, value congruence was likely to result in more cooperative silence. We discuss implications for future research on both leadership and employee voice.