Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Faculty of Business | en_US |
| dc.contributor.advisor | Lin, Jia Katrina (MM) | en_US |
| dc.creator | Chung, Jonathan Siu Sing | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/14259 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | en_US |
| dc.rights | All rights reserved | en_US |
| dc.title | Close season of employee voice : the impact of leader’s departure on subordinates’ voice | en_US |
| dcterms.abstract | The majority of theory and research to date on leader departure focus on antecedents and consequences. I pivot my attention to the period of instability during the transition period. The phenomenon of a leader departure has become more common in the business environment as the leader may face increased pressure, challenges, or external opportunities in their role. When the subordinates perceive the leader departure, this shock often affects the subordinates’ behaviours at work, affecting their proactivity, and this might impact the success of an organization. I investigated the effect of leader departure on subordinates’ voice behaviours, in the form of promotive and prohibitive voice. Utilizing insights from research on uncertainty management theory, social identity theory, and social cognitive theory, I examined the mediating effect of perceived uncertainty, organizational identification, voice efficacy, and voice instrumentality belief between the leader departure and voice behaviours. In addition, I examined how leader-member exchange (LMX) moderates these relationships. The survey study revealed that leader departure intention reduces promotive and prohibitive voice through diminished voice efficacy, with LMX further moderating these effects. On the contrary, the result of a scenario-based experiment revealed that leader departure lowers promotive voice via voice instrumentality belief and LMX moderated this effect further. The findings contribute to the existing literature by providing valuable insights into periods of leadership instability and fostering employee proactivity during periods of change. | en_US |
| dcterms.extent | vii, 106 pages : illustrations | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 2025 | en_US |
| dcterms.educationalLevel | D.B.A. | en_US |
| dcterms.educationalLevel | All Doctorate | en_US |
| dcterms.LCSH | Executives | en_US |
| dcterms.LCSH | Labor turnover | en_US |
| dcterms.LCSH | Organizational behavior | en_US |
| dcterms.LCSH | Organizational commitment | en_US |
| dcterms.LCSH | Hong Kong Polytechnic University -- Dissertations | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| 8760.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 852.77 kB | Adobe PDF | View/Open |
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