Investigating the Influence of Employee Input on Leadership Efficacy within the Banking Industry
Keywords:
Employee Input, Leadership Efficacy, Workplace Dynamics, Organizational Success, Transformational Leadership.
Abstract
The evolving workplace dynamics highlight the crucial role of employees in organizational success, with leadership playing a pivotal role in fostering and facilitating employee input. The study, encompassing 462 employees from the top 26 banking institutions in India, demonstrates a positive relationship between various forms of employee voice and the adoption of transformational leadership styles. Transformational leaders cultivate an environment conducive to employee input by fostering trust, openness, and a shared vision. In return, employee voice enriches the effectiveness of transformational leadership by providing valuable insights and a nuanced understanding of organizational dynamics. The study underscores the importance of integrating employee voice and transformational leadership, offering practical strategies such as active listening, empowerment, recognition, and transparent communication to foster a harmonious relationship. By embracing these strategies, organizations can leverage the collective intelligence of their workforce, adapt to change, and achieve sustained growth, contributing to the ongoing discourse on organizational dynamics and optimizing workplace cultures for long-term success.
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3. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates Publishers. doi:https://doi.org/10.4324/ 9781410617095
4. Booth, C., & Segon, M. (2012). A leadership and management practice development model. International Review of Business Research Papers, 5, 19-41.
5. Brown, M., & Cregan, C. (2008). Organizational change cynicism: The role of employee involvement. Human Resource Management, 47(4), 667-686. doi:https:// doi.org/10.1002/hrm.20239
6. Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616. doi:https:// doi.org/10.1016/j.leaqua.2006.10.004
7. Carless, S., Wearing, A., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14, 389-405. doi:https:// doi.org/10.1023/A:1022991115523
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9. Day, D., Hammond, M., & Halpin, S. (2009). An integrative approach to leader development: Connecting adult development, identity, and expertise. An Integrative Approach to Leader Development: Connecting Adult Development, Identity, and Expertise. doi:https:// doi.org/10.4324/9780203809525
10. Decramer, A., Smolders, C., & Vanderstraeten, A. (2013). Employee performance management culture and system features in higher education: Relationship with employee performance management satisfaction. The International Journal of Human Resource Management, 24(2), 352-371. doi:https:// doi.org/10.1080/09585192.2012.680602
11. Den Hartog, D., & Belschak, F. (2012). Work engagement and machiavellianism in the ethical leadership process. Journal of Business Ethics, 107. doi:https:// doi.org/10.1007/s10551-012-1296-4
12. Detert, J., & Edmondson, A. (2011). Implicit voice theo- ries: Taken-for-granted rules of self-censorship at work. Academy of Management Journal, 54, 461-488. doi:https://doi.org/10.5465/AMJ.2011.61967925
13. Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869-884. doi:https://doi.org/10.5465/AMJ.2007.26279183
14. Donaghey, J., Cullinane, N., Dundon, T., & Wilkinson, A. (2011). Reconceptualising employee silence: Problems and prognosis. Work, Employment and Society, 25(1), 51-67. doi:https://doi. org/10.1177/0950017010389239
15. Duan, J., Li, C., Xu, Y., & Wu, C.-H. (2016). Transformational leadership and employee voice behavior: A Pygmalion mechanism. Journal of Organizational Behavior, 38. doi:https://doi. org/10.1002/job.2157
16. Düger, Y. (2020). Investigation of contemporary leadership styles within the framework of social exchange theory (pp. 315-324).
17. Dundon, T., Wilkinson, A., Marchington, M., & Ackers, P. (2004). The meanings and purpose of employee voice. International Journal of Human Resource Management, 15(6), 1149-1170. doi:https://doi.org/ 10.1080/095851904100016773359
18. Eisenbeiss, S. A. (2009). Transformational leadership and team innovation: Integrating team climate principles. Strategic Direction, 25(6). doi:https:// doi.org/10.1108/sd.2009.05625fad.005
19. Eisenbeiss, S., Knippenberg, D., & Boerner, S. (2008). Transformational leadership and team innovation: Integrating team climate principles. The Journal of Applied Psychology, 93, 1438-1446. doi:https://doi. org/10.1037/a0012716
20. Farndale, E., Pai, A., Sparrow, P., & Scullion, H. (2014). Balancing individual and organizational goals in global talent management: A mutual-benefits perspective. Journal of World Business, 49(2), 204- 214. doi:https://doi.org/https://doi.org/10.1016/j. jwb.2013.11.004
21. Ferreira, M. P., Serra, F. A. R., & Pinto, C. S. F. (2014). Culture and Hofstede (1980) in international business studies: A bibliometric study in top management journals. REGE - Revista de Gestão, 21(3), 379-399. doi:https://doi.org/https://doi. org/10.5700/rege536
22. Fleishman, E. A., Zaccaro, S. J., & Mumford, M. D. (1992). Individual differences and leadership- II: An overview. The Leadership Quarterly, 3(1), 1-4. doi:https://doi.org/https://doi.org/10.1016/ 1048-9843(92)90002-W
23. Gochmann, V., Stam, D., & Shemla, M. (2022). The boundaries of vision communication - The effects of vision-task goal-alignment on leaders' effectiveness. Journal of Applied Social Psychology, 52(5), 263- 276. doi:https://doi.org/https://doi.org/10.1111/ jasp.12855
24. Gollan, P. J., & Wilkinson, A. (2007). Contemporary developments in information and consultation. The International Journal of Human Resource Management, 18(7), 1133-1144. doi:https://doi. org/10.1080/09585190701391727
25. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader- member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi- domain perspective. The Leadership Quarterly, 6(2), 219-247. doi:https://doi.org/https://doi.org/ 10.1016/1048-9843(95)90036-5
26. Grant, A. M., & Mayer, D. M. (2009). Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors. In Journal of Applied Psychology (vol. 94, no. 4, pp. 900-912). American Psychological Association. doi:https:// doi.org/10.1037/a0013770
27. Hair, J., Sarstedt, M., Ringle, C., & Mena, J. (2012). An assessment of the use of partial least squares structural equation modeling in marketing research. Journal of the Academy of Marketing Science, 40, 414-433. doi:https://doi.org/10.1007/ s11747-011-0261-6
28. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. In Journal of Applied Psychology (vol. 87, no. 2, pp. 268-279). American Psychological Association. https://doi. org/10.1037/0021-9010.87.2.268
29. Islam, M. N., Furuoka, F., & Aida, I. (2020). The impact of trust in leadership on organizational transformation. Global Business and Organizational Excellence, 39, 1-10. doi:https://doi.org/10.1002/joe.22001
30. Istiqomah, S., & Trinarningsih, W. (2022). The effect of transformational leadership on voice behavior in the hospitality industry. Jurnal Manajemen Dan Pemasaran Jasa, 15, 177-196. doi:https://doi. org/10.25105/jmpj.v15i2.13466
31. Jaqua, E., & Jaqua, T. (2021). The three-skill approach to leadership. Archives of Family Medicine and General Practice, 6. doi:https://doi.org/10.36959/577/502
32. Jung, D., & Sosik, J. (2002). Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance. Small Group Research, 33, 313- 336. doi:https://doi.org/10.1177/10496402033003002
33. Kelloway, K., Turner, N., Barling, J., & Loughlin, C. (2012). Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership. Work and Stress, 26, 39-55. doi:https://doi.org/10.1080/02678373.2012.6 60774
34. Kim, S., & Ishikawa, J. (2021). Employee voice mechanisms, transformational leadership, group prototypicality, and voice behaviour: A comparison of portfolio career workers in Japan, Korea and China. Asia Pacific Business Review, 27(1), 111- 144. doi:https://doi.org/10.1080/13602381.2021.18 46963
35. Korejan, M., & Shahbazi, H. (2016). An analysis of the transformational leadership theory. Journal of Fundamental and Applied Sciences, 8, 452. doi:https://doi.org/10.4314/jfas.v8i3s.192
36. Li, N., Harris, T. B., Boswell, W. R., & Xie, Z. (2011). The role of organizational insiders' developmental feedback and proactive personality on newcomers' performance: An interactionist perspective. In Journal of Applied Psychology (vol. 96, no. 6, pp. 1317-1327). American Psychological Association. doi:https://doi.org/10.1037/a0024029
37. Li, N., Liang, J., & Crant, J. M. (2010). The role of proactive personality in job satisfaction and organizational citizenship behavior: A relational perspective. In Journal of Applied Psychology (vol. 95, no. 2, pp. 395-404). American Psychological Association. doi:https://doi.org/10.1037/a0018079
38. Liang, J., Farh, C. I. C., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55(1), 71-92. doi:https://doi.org/10.5465/ amj.2010.0176
39. Liphadzi, M., Aigbavboa, C. O., & Thwala, W. D. (2017). A theoretical perspective on the difference between leadership and management. Procedia Engineering, 196, 478-482. doi:https://doi.org/https://doi. org/10.1016/j.proeng.2017.07.227
40. Mahenthiran Aloysius, S. (2010). The role of emotional intelligence in leadership effectiveness.
41. Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior, 1, 173-197. doi:https:// doi.org/10.1146/annurev-orgpsych-031413-091328
42. Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. In The Academy of Management Review (vol. 25, pp. 706-725). Academy of Management. doi:https://doi.org/10.2307/259200
43. Nandasinghe, G. (2020). Leadership and organization performance: A review on theoretical and empirical perspectives. Global Journal of Management and Business Research, 20, 41. doi:https://doi. org/10.34257/GJMBRAVOL20IS4PG25
44. Nawakitphaitoon, K., & Zhang, W. (2021). The effect of direct and representative employee voice on job satisfaction in China: Evidence from employer- employee matched data. International Journal of Human Resource Management, 32(22), 4725-4751. doi:https://doi.org/10.1080/09585192.2020.1744028
45. Nishii, L. H., & Wright, P. M. (2008). Variability within organizations: Implications for strategic human resources management. In The People Make the Place: Dynamic Linkages between Individuals and Organizations. (pp. 225-248). Taylor & Francis Group/Lawrence Erlbaum Associates.
46. Rusbult, C. E., Farrell, D., Rogers, G., & Mainous, A. G. (1988). Impact of exchange variables on exit, voice, loyalty, and neglect: An integrative model of responses to declining job satisfaction. Academy of Management Journal, 31(3), 599-627. doi:https:// doi.org/10.2307/256461
47. Sarstedt, M., Ringle, C., & Hair, J. (2017). Partial least squares structural equation modeling. doi:https:// doi.org/10.1007/978-3-319-05542-8_15-1
48. Sonmez Cakir, F., & Adiguzel, Z. (2020). Analysis of leader effectiveness in organization and knowledge sharing behavior on employees and organization. SAGE Open, 10(1), 2158244020914634. doi:https:// doi.org/10.1177/2158244020914634
49. Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence- informed management knowledge by means of systematic review. British Journal of Management, 14(3), 207-222. doi:https://doi.org/https://doi. org/10.1111/1467-8551.00375
50. alldeneu, M., Tarrats-Pons, E., & Ferràs, X. (2021). Leadership styles and organizational outcomes: A study across international hubs. Organization Development Journal, 39, 13-22.
51. van den Boom-Muilenburg, S. N., de Vries, S., van Veen, K., Poortman, C., & Schildkamp, K. (2022). Leadership practices and sustained lesson study. Educational Research, 64(3), 295-316. doi:https:// doi.org/10.1080/00131881.2022.2090982
52. Vroom, V., & Yetton, P. (1973). Leadership and decision-making. Bibliovault OAI Repository, the University of Chicago Press, 18. doi:https://doi. org/10.2307/2392210
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Published
2024-06-25
How to Cite
Ms. Noyel Maria Babu, & Ms. Namitha K Thambi. (2024). Investigating the Influence of Employee Input on Leadership Efficacy within the Banking Industry. Revista Electronica De Veterinaria, 25(1), 692-698. Retrieved from https://www.veterinaria.org/index.php/REDVET/article/view/673
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