Employee Voice Behaviour: Envisaging the Role of Ambidextrous Leadership and Employee Thriving

Abstract

Purpose of This Chapter: This study examines the relationship of ambidextrous leadership with employee voice behaviour, underscoring the intervening role of employee thriving.

Design / Methodology / Approach: This study proposes a conceptual framework based on an extensive literature review using the conservation of resource theory, social exchange theory, and the broaden-and-build theory of positive emotions.

Findings: This study demonstrates that employee thriving act as an underlying mechanism explaining the relationship between ambidextrous leadership and employee voice behaviour.

Research Limitations: Being a conceptual study, the proposed framework lacks empirical validation.

Practical Implications: Organizations should focus on leaders with flexible behaviours who understand situational necessities to adopt diverse leadership styles and contribute to employee thriving.

Originality: This is one of the first studies to propose the role of ambidextrous leadership in impacting and enhancing change in employee voice through employee thriving at work. By introducing a framework that delves into the unexplored territory of ambidextrous leadership, acting as a catalyst for enhancing employee voice via the lens of employee thriving. This study provides a fresh perspective and adds value to the evolving conversations around employee voice behaviour.

Citation

Choudhary, S., Naim, M.F. and Peethambaran, M. (2024), "Employee Voice Behaviour: Envisaging the Role of Ambidextrous Leadership and Employee Thriving", Shrivastava, R. and Jain, K. (Ed.) Humanizing Businesses for a Better World of Work, Emerald Publishing Limited, Leeds, pp. 73-86. https://doi.org/10.1108/978-1-83797-332-320241006