Relationship between Transformational Leadership and Civil Servants’ Voice Behavior: Moderating Effects of Self-Efficacy and Work Tenure

Relationships have been demonstrated between certain leadership styles and civil servant’ voice behavior. Drawing on both Self-Determination Theory and Social Exchange Theory, this study constructs a comprehensive three-dimensional interaction model to delve into the mechanism underlying the relationship between transformational leadership and civil servants’ voice behavior. By assessing the research hypotheses using data from a pool of 512 Chinese grassroots civil servants, the study uncovers that transformational leadership has a significant positive relationship with civil servants’ voice behavior; self-efficacy positively moderated the relationship; the moderating effect of self-efficacy differed as a function of work tenure, though further validation is needed due to limited effect sizes. These research outcomes provide valuable insights for government organizational leaders to better use the power of transformational leadership to motivate employees’ voice-raising behaviors.