Bai Yina, He Haoran
School of Business Administration, Liaoning Technical University, Huludao, China.
Front Psychol. 2025 May 23;16:1560554. doi: 10.3389/fpsyg.2025.1560554. eCollection 2025.
This study investigates the dual-path effects of shared leadership on employee voice behavior through the Empowerment-Servitude Model, with a focus on uncovering the underlying psychological mechanisms. Additionally, it identifies key organizational and individual factors influencing employee voice behavior, offering theoretical insights for strategies aimed at behavioral enhancement.
This study adopted a multi-method approach, integrating online questionnaires and on-site enterprise visits across two time phases. Data collection yielded 624 valid responses from 13 corporations in Dalian, which were subsequently analyzed statistically.
The results suggest that, on the one hand, shared leadership, as an empowerment mechanism, positively influences employee voice behaviors through the empowerment pathway associated with organizational status perception. On the other hand, shared leadership, as a depletion mechanism, negatively impacts employee voice behaviors via the servitude pathway, characterized by emotional exhaustion. Employee empowerment expectations play a critical role in triggering these contrasting mechanisms. Specifically, higher levels of employee empowerment expectations mitigate the negative impact of the depletion mechanism while enhancing the positive effects of the empowerment mechanism.
This study makes three key contributions to the literature: first, it advances a nuanced understanding of the relationship between shared leadership and employee voice behavior. Second, by examining the moderating role of employee empowerment expectations, it elucidates boundary conditions influencing this relationship. Third, the findings underscore the criticality of empowerment expectations in organizational practice, suggesting that managers implementing shared leadership should systematically assess employees' subjective empowerment expectations, and leverage these expectations to enhance the model's positive effects on voice behaviors.
本研究通过赋权 - 奴役模型探究共享领导对员工建言行为的双重路径效应，重点揭示其潜在心理机制。此外，本研究还识别了影响员工建言行为的关键组织和个体因素，为旨在促进建言行为的策略提供理论见解。
本研究采用多方法研究路径，在两个时间阶段整合了在线问卷调查和实地企业走访。数据收集阶段共收到来自大连13家企业的624份有效回复，并随后进行了统计分析。
结果表明，一方面，共享领导作为一种赋权机制，通过与组织地位认知相关的赋权路径对员工建言行为产生积极影响。另一方面，共享领导作为一种损耗机制，通过以情感耗竭为特征的奴役路径对员工建言行为产生负面影响。员工的赋权期望在触发这些相反机制中起着关键作用。具体而言，较高水平的员工赋权期望减轻了损耗机制的负面影响，同时增强了赋权机制的积极作用。
本研究在文献方面做出了三项关键贡献：第一，深化了对共享领导与员工建言行为之间关系的细微理解。第二，通过考察员工赋权期望的调节作用，阐明了影响这种关系的边界条件。第三，研究结果强调了赋权期望在组织实践中的重要性，表明实施共享领导的管理者应系统评估员工的主观赋权期望，并利用这些期望增强该模型对建言行为的积极影响。
