The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher education
Within the vibrant yet complex ecosystem of higher education institutions, nurturing a culture of employee voice is critical for driving innovation, fostering engagement, and optimizing decision-making. However, it's still a complex task to identify the main factors influencing voice behaviour....
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| Format: | Article |
| Language: | English |
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Elsevier
2024-02-01
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| Series: | Heliyon |
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| Online Access: | http://www.sciencedirect.com/science/article/pii/S2405844024022734 |
| _version_ | 1827322142998396928 |
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| author | Yalalem Assefa Bekalu Tadesse Moges Shouket Ahmad Tilwani Mohd Asif Shah |
| author_facet | Yalalem Assefa Bekalu Tadesse Moges Shouket Ahmad Tilwani Mohd Asif Shah |
| author_sort | Yalalem Assefa |
| collection | DOAJ |
| description | Within the vibrant yet complex ecosystem of higher education institutions, nurturing a culture of employee voice is critical for driving innovation, fostering engagement, and optimizing decision-making. However, it's still a complex task to identify the main factors influencing voice behaviour. This study ventures into this fertile ground, examining the mediating role of leader-member exchanges in the structural relationship between perceived organizational justice and employee voice behaviour in higher education. A correlational study design was used. A total of 361 participants were involved in the study. Data were collected using a questionnaire and analyzed using structural education modelling (SEM). The study found that both perceived organizational justice and leader-member exchange have a significant direct influence on employee voice behaviour, suggesting that both variables are important factors in predicting employee voice behaviour. Despite these effects, the contribution of leader-member exchange was found to be more impactful than perceived organizational justice. When the leader-member exchange is entered as a mediating variable in the structural model, the indirect effect of organizational justice becomes large. This suggests that when employees perceive their organization as fair, they are more likely to form positive relationships with their leaders and, as a result, these relationships lead to greater employee voice behaviour. Therefore, it can be concluded that higher education institutions are recommended to create a fair and equitable working environment strengthened by strong relationships between leaders and employees, as this directly contributes to improving employees' ability to express their thoughts and opinions for the benefit of the institutions. |
| first_indexed | 2024-03-08T00:00:34Z |
| format | Article |
| id | doaj.art-325c3382cb2f457780b5502babede8df |
| institution | Directory Open Access Journal |
| issn | 2405-8440 |
| language | English |
| last_indexed | 2024-04-25T01:20:05Z |
| publishDate | 2024-02-01 |
| publisher | Elsevier |
| record_format | Article |
| series | Heliyon |
| spelling | doaj.art-325c3382cb2f457780b5502babede8df2024-03-09T09:27:41ZengElsevierHeliyon2405-84402024-02-01104e26242The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher educationYalalem Assefa0Bekalu Tadesse Moges1Shouket Ahmad Tilwani2Mohd Asif Shah3Department of Lifelong Learning and Community Development, Woldia University, Woldiya, Ethiopia; Corresponding author.Department of Pedagogical Science, Woldia University, Woldiya, EthiopiaDepartment of English, College of Science and Humanities, Al-Kharj, Prince Sattam Bin Abdulaziz University, Al-Kharj, 11942, Saudi ArabiaDepartment of Economics, Kabridahar University, Kabridahar, EthiopiaWithin the vibrant yet complex ecosystem of higher education institutions, nurturing a culture of employee voice is critical for driving innovation, fostering engagement, and optimizing decision-making. However, it's still a complex task to identify the main factors influencing voice behaviour. This study ventures into this fertile ground, examining the mediating role of leader-member exchanges in the structural relationship between perceived organizational justice and employee voice behaviour in higher education. A correlational study design was used. A total of 361 participants were involved in the study. Data were collected using a questionnaire and analyzed using structural education modelling (SEM). The study found that both perceived organizational justice and leader-member exchange have a significant direct influence on employee voice behaviour, suggesting that both variables are important factors in predicting employee voice behaviour. Despite these effects, the contribution of leader-member exchange was found to be more impactful than perceived organizational justice. When the leader-member exchange is entered as a mediating variable in the structural model, the indirect effect of organizational justice becomes large. This suggests that when employees perceive their organization as fair, they are more likely to form positive relationships with their leaders and, as a result, these relationships lead to greater employee voice behaviour. Therefore, it can be concluded that higher education institutions are recommended to create a fair and equitable working environment strengthened by strong relationships between leaders and employees, as this directly contributes to improving employees' ability to express their thoughts and opinions for the benefit of the institutions.http://www.sciencedirect.com/science/article/pii/S2405844024022734Employee voice behaviourHigher educationLeader-member exchangeOrganizational justice |
| spellingShingle | Yalalem Assefa Bekalu Tadesse Moges Shouket Ahmad Tilwani Mohd Asif Shah The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher education Heliyon Employee voice behaviour Higher education Leader-member exchange Organizational justice |
| title | The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher education |
| title_full | The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher education |
| title_fullStr | The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher education |
| title_full_unstemmed | The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher education |
| title_short | The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher education |
| title_sort | mediating role of leader member exchange lmx in the structural relationship between organizational justice and employee voice behaviour in higher education |
| topic | Employee voice behaviour Higher education Leader-member exchange Organizational justice |
| url | http://www.sciencedirect.com/science/article/pii/S2405844024022734 |
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