How team voice contributes to team performance: an empirical investigation

Abstract

Purpose

Although voice behavior is important for team performance, scholars have yet to identify its underlying mechanisms and boundary conditions. Using the theory of social information processing (SIP), this study explores how and when team voice influences team performance by considering team learning as a mediator and contingent reward transactional (CRT) leadership as a moderator.

Design/methodology/approach

The authors conducted a survey in China using a questionnaire to collect the data. The study sample consisted of 78 leaders and 441 employees nested in 78 teams.

Findings

Results showed that team voice was positively related to team performance. The results also proved that the positive relationship between team voice and team performance was mediated by team learning. Additionally, CRT leadership enhanced the effect of team voice on team learning.

Practical implications

First, managers should consider individuals high in voice behavior when selecting team members. Second, leaders need to focus on enhancing the learning process. Third, the authors’ findings suggest that when selecting persons as team leaders, managers should pay additional attention to their leadership style.

Originality/value

The primary contribution of this study is that the research sheds light on the specific team process (i.e. team learning), through which team voice is related to team performance. Moreover, the current study deepens the authors’ understanding of the role of leadership in the voice process by identifying the moderating role of CRT leadership.

Citation

He, C., Song, J., Yang, J. and Chen, Z. (2020), "How team voice contributes to team performance: an empirical investigation", Personnel Review, Vol. 50 No. 4, pp. 1216-1232. https://doi.org/10.1108/PR-07-2019-0387