From silence to spark
How transformational leadership empowers employee innovation and voice in SMEs
Bibliographic Data
| ID | 9406780 |
|---|---|
| Authors | Jincheng Yang (0000-0002-3581-9425, Chiang Mai University), Jinxia Yang (0000-0002-3974-8636), Guanghuai Zheng (0000-0002-8852-2676, Stamford International University), Guoyuan Zheng, Michael Yao-Ping Peng (0000-0003-2601-8017, Foshan University, corresponding author), Nina Hrdinová (Prague University of Economics and Business), Mohammed Awad Alasmrai (University of Tabuk) |
| Year | 2025 |
| Volume | 261 |
| Pages | 105761-105761 |
| Publication date | 2025-11-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Acta Psychologica (JOURNAL) |
| Journal identifiers | ISSN: 0001-6918 • E-ISSN: 1873-6297 |
| Publisher | Elsevier BV (PUBLISHER) |
| DOI | 10.1016/j.actpsy.2025.105761 |
| PMID | 41187517 |
| OpenAlex | W4415829045 |
| Language | EN |
| Citations received | 1 |
| References cited | 35 |
In developing countries like Pakistan, small and medium-sized enterprises (SMEs) face significant challenges in fostering innovation, and this study seeks to explore the role of transformational leadership in promoting innovation within these SMEs, specifically examining how employees' voice mediates this relationship. Utilizing a structural equation modeling approach, data were collected from 358 employees in SME's sector of Pakistan. The findings reveal that TRLD significantly influences employee voice, which in turn enhances innovation outcomes. Specifically, leaders who inspire and motivate their teams create an environment conducive to open communication, allowing employees to share ideas and concerns without fear. This proactive engagement not only boosts individual creativity but also cultivates a collective culture of innovation. The analysis further highlights that employee voice serves as a critical mechanism through which TRLD drives both process and product innovation. In developing countries SMEs. These insights underscore the importance of effective leadership in promoting employee engagement and creativity, providing valuable implications for managers aiming to thrive in competitive landscapes. This study contributes to the theoretical framework by empirically validating the mediating role of employees' voice in the relationship between transformational leadership and innovation in SMEs, employing robust quantitative methods to analyze data, and integrating upper echelon theory to illustrate how leadership characteristics influence organizational outcomes, specifically within the context of developing countries like Pakistan
Employee Voice Behavior
When Voice Matters
Testing for Measurement and Structural Equivalence in Large-Scale Cross-Cultural Studies
Leadership Behavior and Employee Voice
Upper Echelons
Reporting Structural Equation Modeling and Confirmatory Factor Analysis Results
A new criterion for assessing discriminant validity in variance-based structural equation modeling
When to use and how to report the results of PLS-SEM
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error
How do transformational leaders foster positive employee outcomes? A self‐determination‐based analysis of employees' needs as mediating links
| Unique citing works | 1 |
|---|---|
| Citations per year | 1 |
| Citation span | 2026 - 2026 (1) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 1 |