Leader effectiveness – the missing link in the relationship between employee voice and engagement

Purpose— Voice and engagement studies have drawn scholars’ attention to examine how they are related. However, it appears the mechanisms that connect these two constructs are understudied. Hence, the purpose of this study is to examine leader effectiveness as the mechanism through which employee voi...

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Autores principales:	Michael Gyensare, Reginald Arthur, Evelyn Twumasi, Joan-Ark Agyapong
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2019
Materias:	voice behaviour leader effectiveness employee engagement rural and community banks ghana Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/ae68f80a71a543dbad9e4b98ba4b1316
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spelling	oai:doaj.org-article:ae68f80a71a543dbad9e4b98ba4b13162021-12-02T16:09:30ZLeader effectiveness – the missing link in the relationship between employee voice and engagement2331-197510.1080/23311975.2019.1634910https://doaj.org/article/ae68f80a71a543dbad9e4b98ba4b13162019-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2019.1634910https://doaj.org/toc/2331-1975Purpose— Voice and engagement studies have drawn scholars’ attention to examine how they are related. However, it appears the mechanisms that connect these two constructs are understudied. Hence, the purpose of this study is to examine leader effectiveness as the mechanism through which employee voice translates into engagement. Design/methodology/approach— A cross-sectional data were collected from 106 employees in the 24 Rural and Communities Banks (RCBs) that qualified for the seventeenth edition of the Ghana Club 100 awards. A covariance-based structural equation modelling (SEM) with maximum likelihood (ML) estimation was used with a 95% confidence interval (CI) bootstrapping analysis to examine our hypotheses. Findings— The result shows that leader effectiveness fully mediated the relationship between employee voice and engagement. This is supported by our estimated fully mediated structural model which indicates a good fit to the data χ2(52) = 61.24, p = 0.18, AIC = 113.24. The 95% CI bootstrapping analysis further lends support to the fully mediated structural model. Practical implications— Since defensive silence is detrimental to the wellbeing of both employees and the firm, this paper suggests that RCB managers and HR professionals should exhibit effective leadership behaviours that inspires employees to channel their creative ideas and misgivings by speaking up and speaking out in order to enhance and sustain their level of engagement. Originality/value— The findings of this paper suggest leader effectiveness as the missing link between voice and engagement relationship. Thus, contrary to previous research that theorises a direct relationship between voice and engagement, this paper provides leader effectiveness as a novel mechanism that explains how employees’ voice behaviour is transmitted into their levels of engagement.Michael GyensareReginald ArthurEvelyn TwumasiJoan-Ark AgyapongTaylor & Francis Grouparticlevoice behaviourleader effectivenessemployee engagementrural and community banksghanaBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 6, Iss 1 (2019)
institution	DOAJ
collection	DOAJ
language	EN
topic	voice behaviour leader effectiveness employee engagement rural and community banks ghana Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	voice behaviour leader effectiveness employee engagement rural and community banks ghana Business HF5001-6182 Management. Industrial management HD28-70 Michael Gyensare Reginald Arthur Evelyn Twumasi Joan-Ark Agyapong Leader effectiveness – the missing link in the relationship between employee voice and engagement
description	Purpose— Voice and engagement studies have drawn scholars’ attention to examine how they are related. However, it appears the mechanisms that connect these two constructs are understudied. Hence, the purpose of this study is to examine leader effectiveness as the mechanism through which employee voice translates into engagement. Design/methodology/approach— A cross-sectional data were collected from 106 employees in the 24 Rural and Communities Banks (RCBs) that qualified for the seventeenth edition of the Ghana Club 100 awards. A covariance-based structural equation modelling (SEM) with maximum likelihood (ML) estimation was used with a 95% confidence interval (CI) bootstrapping analysis to examine our hypotheses. Findings— The result shows that leader effectiveness fully mediated the relationship between employee voice and engagement. This is supported by our estimated fully mediated structural model which indicates a good fit to the data χ2(52) = 61.24, p = 0.18, AIC = 113.24. The 95% CI bootstrapping analysis further lends support to the fully mediated structural model. Practical implications— Since defensive silence is detrimental to the wellbeing of both employees and the firm, this paper suggests that RCB managers and HR professionals should exhibit effective leadership behaviours that inspires employees to channel their creative ideas and misgivings by speaking up and speaking out in order to enhance and sustain their level of engagement. Originality/value— The findings of this paper suggest leader effectiveness as the missing link between voice and engagement relationship. Thus, contrary to previous research that theorises a direct relationship between voice and engagement, this paper provides leader effectiveness as a novel mechanism that explains how employees’ voice behaviour is transmitted into their levels of engagement.
format	article
author	Michael Gyensare Reginald Arthur Evelyn Twumasi Joan-Ark Agyapong
author_facet	Michael Gyensare Reginald Arthur Evelyn Twumasi Joan-Ark Agyapong
author_sort	Michael Gyensare
title	Leader effectiveness – the missing link in the relationship between employee voice and engagement
title_short	Leader effectiveness – the missing link in the relationship between employee voice and engagement
title_full	Leader effectiveness – the missing link in the relationship between employee voice and engagement
title_fullStr	Leader effectiveness – the missing link in the relationship between employee voice and engagement
title_full_unstemmed	Leader effectiveness – the missing link in the relationship between employee voice and engagement
title_sort	leader effectiveness – the missing link in the relationship between employee voice and engagement
publisher	Taylor & Francis Group
publishDate	2019
url	https://doaj.org/article/ae68f80a71a543dbad9e4b98ba4b1316
work_keys_str_mv	AT michaelgyensare leadereffectivenessthemissinglinkintherelationshipbetweenemployeevoiceandengagement AT reginaldarthur leadereffectivenessthemissinglinkintherelationshipbetweenemployeevoiceandengagement AT evelyntwumasi leadereffectivenessthemissinglinkintherelationshipbetweenemployeevoiceandengagement AT joanarkagyapong leadereffectivenessthemissinglinkintherelationshipbetweenemployeevoiceandengagement
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Leader effectiveness – the missing link in the relationship between employee voice and engagement

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