The relationship between leader-member exchange (LMX) and employee voice: the roles of conflict avoidance and national culture
Keywords: conflict avoidance, employee voice, leader-member exchange, LMX, national culture
In the last four or five years there has been increasing interest in developing employee voice, both within the research and in organisations. Employee voice refers to the ability and means by which workers can air their views and communicate with their employer or the management and leadership of an organisation. Previous research has found that enhanced employee voice is associated with greater levels of organisational citizenship behaviours, trust, productivity, innovation and better levels of organisational outcomes. It is, therefore, not surprising that employee voice has become the focus of a lot of research, leadership, management, HR and organisational development attention.
Additionally, there has been a growing interest in leader-member exchange, or LMX, which is based on the idea that quality exchanges within organisations are based on a two-way communication between the leadership and employees. High quality leader-member exchange has been found to predict greater levels of responsibility being taken by employees, better decision-making, higher levels of productivity, innovation and trust.
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