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Xie XY, Ling CD, Mo SJ, et al. Linking Colleague Support to Employees' Promotive Voice: A Moderated Mediation Model. PLoS One. 2015;10(7):e0132123doi: 10.1371/journal.pone.0132123.
Xie, X. Y., Ling, C. D., Mo, S. J., & Luan, K. (2015). Linking Colleague Support to Employees' Promotive Voice: A Moderated Mediation Model. PloS one, 10(7), e0132123. https://doi.org/10.1371/journal.pone.0132123
Xie, Xiao-Yun, et al. "Linking Colleague Support to Employees' Promotive Voice: A Moderated Mediation Model." PloS one vol. 10,7 (2015): e0132123. doi: https://doi.org/10.1371/journal.pone.0132123
Xie XY, Ling CD, Mo SJ, Luan K. Linking Colleague Support to Employees' Promotive Voice: A Moderated Mediation Model. PLoS One. 2015 Jul 06;10(7):e0132123. doi: 10.1371/journal.pone.0132123. eCollection 2015. PMID: 26148194; PMCID: PMC4492547.
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PLoS One. 2015 Jul 06;10(7):e0132123. doi: 10.1371/journal.pone.0132123. eCollection 2015.

Linking Colleague Support to Employees' Promotive Voice: A Moderated Mediation Model.

PloS one

Xiao-Yun Xie, Chu-Ding Ling, Shen-Jiang Mo, Kun Luan

Affiliations

  1. School of Management, Zhejiang University, Hangzhou, China.
  2. Lingnan University College, Sun Yat-sen University, Guangzhou, China.

PMID: 26148194 PMCID: PMC4492547 DOI: 10.1371/journal.pone.0132123

Abstract

Promotive voice is essential for improving team and organization performance. Yet in the current literature, less was known regarding the psychological reasons why people engage in promotive voice. Through the lens of social exchange, we proposed that employees who received support from colleagues may develop higher level of felt obligation for constructive change which leads to promotive voice. Analyses of multi-source data from 51 cross-functional sources (51 team supervisors and 162 employees) showed that employees' felt obligation for constructive change positively mediates the relationship between colleague support and promotive voice behavior. Moreover, the impact of colleague support on felt obligation for constructive change is stronger when there is a low level of subgroup formation in the team. Theoretical and practical implications of these findings are discussed.

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