The Relationship between Authentic Leadership and Employee Voice: The role of Organizational Identification as a mediator and Personality Type as a moderator
Purpose –When do employees choose to express voice in high power distance organizations such as Egypt's?
This study intends to answer this question by proposing a model of authentic leadership to investigate its effects on
employee voice through the mediating role of organizational identification and the moderating role of personality type of
Design/methodology/approach – A sample of 157 banking employees from Egypt was used to test the hypotheses.
Structured Equation Modelling (SEM) was conducted to examine the proposed model.
Findings – The Results indicate thatthere is positive relation between authentic leadership and employee voice where
organizational identification mediates the relation and proactive personality of employees act as moderator so that the
relation is weaker when employees' proactive personality is higher.
Implications/limitations –The paper contributes to voice/silence literature by identifying organizational identification as the
mediator in the relationship between authentic leadership and employee voice and contributes to the theme of substitute
theory of leadership where proactive personality of employees can attenuate the effects of authentic leaders' role. Crosssectional
design was used to collect data.
Originality/value – By examining mediating effects, the paper contributes to uncovering the black box in which an
employee exhibitsvoice as an extra-role behavior not in response to dissatisfactory situation.
Keywords - Employee Voice, Authentic Leadership, Organizational Identification.