فصلنامه مطالعات مدیریت راهبردی

فصلنامه مطالعات مدیریت راهبردی

تأثیر سبک‌های رهبری بر صدای کارکنان

نوع مقاله : پژوهشی

نویسندگان
مریم دانشور 1
فاطمه کریمی جعفری 1
فاطمه صابری 2
1 استادیار، گروه مدیریت، دانشگاه خاتم، تهران، ایران
2 کارشناسی ارشد، گروه مدیریت، دانشگاه خاتم، تهران، ایران
10.22034/smsj.2025.501807.2121
چکیده
در تحقیقات سازمان و مدیریت، بیان نظرات، شکایات، افکار و پیشنهادات کارکنان در مورد مسائل مرتبط با شغل یا بیان جمعی ایده‌های سازنده، نارضایتی‌ها، مشارکت رسمی و غیررسمی در تأثیرگذاری بر توسعه سازمان تحت عنوان صدای کارکنان شناخته می‌شود. رهبران نقش کلیدی در ترغیب کارکنان برای بیان افکارشان دارند و عامل زمینه‌ای مهمی هستند. سبک‌های مختلف رهبری ممکن است تأثیرات متفاوتی بر رفتار صدا داشته باشند و کارکنان ممکن است استراتژی‌های متفاوتی را هنگام تمرکز بر اهداف مختلف انتخاب کنند. در این تحقیق به‌منظور درک جامعی از تأثیر انواع سبک‌های رهبری بر صدای کارکنان از مرور سیستماتیک استفاده شده است. به این منظور 69 مقاله از مجموع 1767 مقاله اولیه بر اساس بندهای پروتکل انتخاب شدند و جهت ترکیب و تجمیع مطالعات انجام شده در حوزه تاثیر سبک رهبری بر صدای کارکنان از رویکرد فراتحلیل استفاده شده است. نتایج نشان می‌دهد که از میان هشت سبک رهبری که تاثیر آنها بر صدا بررسی شده است، «رهبری خدمتگزار» و «رهبری اخلاقی» بیشترین تأثیر را بر صدای کارکنان دارند.
کلیدواژه‌ها
سبک رهبری
صدای کارکنان
مرور سیستماتیک
فراتحلیل

موضوعات

عنوان مقاله English

The impact of leadership styles on employee voice

نویسندگان English

Maryam Daneshvar 1
Fatemeh KarimiJafari 1
Fatemeh Saberi 2
1 Assistant Professor, Department of Management, Khatam University, Tehran, Iran
2 MA graduated, Department of Management, Khatam University, Tehran, Iran
چکیده English

Introduction: 
Voice behavior is one of the most essential ways for employees to demonstrate their engagement within the workplace. Generally, employee voice refers to the voluntary expression of thoughts, suggestions, concerns, or opinions regarding work-related issues to enhance organizational or unit performance. In today's organizations, the employee voice is more critical due to the uncertainties associated with complex, dynamic, and competitive environments. To effectively adapt to changing social, innovative and economic environments, organizations must be more innovative and flexible. This requires employees at all levels to share their ideas, ask questions, and challenge authority without hesitation. Despite these needs, employees often feel reluctant to speak up, as doing so is frequently perceived as unsafe or futile. Given the theoretical and practical importance of employee voice, a growing body of literature has emerged focusing on leadership's role in encouraging employee voice behaviors. Leaders are a crucial contextual factor and play a key role in motivating employees to express their thoughts. Leadership style is instrumental in facilitating organizational change processes. Therefore, the primary objective of our study is to examine how different leadership styles influence employees' willingness to voice their opinions. Based on the theoretical background, researchers aim to explore the research gap regarding the effect of leadership styles on employee voice. A survey of databases such as WOS, Emerald, ScienceDirect, Sage, Wiley, Springer, and ProQuest has not provided researchers with a comprehensive, robust, and high-quality study in this field. Furthermore, there has not been a meta-analysis examining the impact of all leadership styles on employee voice. By investigating this dynamic phenomenon, we hope to guide future research and serve as a reference for the development and practical application of theory.
 Methodology:
A systematic review provides comprehensive knowledge about a specific topic, outlines the historical development of knowledge in that area, identifies instances where the evidence is weak, conflicting, or inconclusive, and assesses whether there is a consensus on the topic. Additionally, it identifies characteristics or relationships between key concepts and justifies the need for further study in a particular area. One of the most common and valid methods for conducting systematic review research is the meta-analysis method, which aims to synthesize previous findings related to a topic. Meta-analysis collects and re-analyzes data from various studies pertinent to the subject matter. It employs statistical techniques to convert the results of different studies into a common metric and to examine the relationship between study characteristics and outcomes. In meta-analysis, researchers utilize systematic methods to account for variations in sample size, heterogeneity of study methodologies and results, and to assess the sensitivity of these findings to their systematic review protocols. The purpose of this study was to test the hypotheses related to the effect of leadership on employee voice. To achieve this, we searched trusted academic databases using the keywords "Employee Voice" and "Leadership" in the title, as well as "Voice" and "Leadership" in the title, abstract, and keywords. To minimize citation and selection bias, we conducted searches in six databases: Science Direct, Emerald, Springer, Wiley, Sage, and Taylor & Francis. A bibliometric study by Samul and Casey indicates that these databases hold a significant share of research in this area and are recognized for their high qualitative standards. From the search, we obtained 1,767 studies, of which 69 articles were ultimately analyzed. The selection criteria included: the research must hypothesize the effect of leadership on employee voice, the sample size must be reported, the regression coefficient, path coefficient, or other reliable statistics should be provided, and the research must include indicators of validity and reliability. Articles meeting these standards were selected for review.
Results and Discussion:
The first hypothesis was investigated by examining the effect of leadership on employee voice through an analysis of forty-five studies, which included a total sample size of 19,934 individuals. The findings indicated that leadership had a positive and significant effect on employee voice, thereby confirming the first hypothesis. The results of the meta-analysis, which explored the impact of empowering leadership, inclusive leadership, servant leadership, transformational leadership, ethical leadership, and moral leadership on employee voice, demonstrated that all of these leadership styles had a positive and significant effect on employee voice. However, the effect of benevolent leadership on employee voice was found to be negative. An analysis of seven studies, with a total sample size of 2,503 individuals, revealed that benevolent leadership did not have a significant effect on employee voice.
Conclusion:
This study aims to establish a new perspective and promote further research on the impact of various leadership styles on employee voice. To achieve this, it introduces a comprehensive framework that enables managers to understand employee voice and select the appropriate leadership style to influence it effectively. Furthermore, employee voice can significantly impact the workplace by helping organizations and teams enhance work efficiency, deliver superior products and services, and mitigate substantial costs that may arise from issues in existing policies and procedures. To fully leverage these benefits, leaders are encouraged to foster an environment where team members feel comfortable speaking up when necessary. By synthesizing findings from 69 studies, this research makes a valuable contribution to the expanding literature on employee voice. Additionally, it offers a systematic, objective, and impartial review of existing research on the relationship between leadership style and employee voice, facilitating comparisons and alignments between managers and their work environments.
 

کلیدواژه‌ها English

Employee voice
Leadership style
Systematic review
Meta-analysis
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