Drawing on the mood-as-information theory, the present study examines the relationships between employees’ positive/negative mood and their promotive/prohibitive voice, and the moderating effects of transformational and transactional leadership on these relationships. To test these hypotheses, two studies are conducted to investigate the proposed relationships. In Study 1, the sample was collected from 210 employee-supervisor pairs at two different time points from different industries and positions. As expected, the results of hierarchical regression analyses showed that employees’ positive mood positively predicted their promotive voice behavior, and negative mood positively associated with prohibitive voice behaviors. In Study 2, the sample was also collected from 158 research and development technicians and their team managers from 32 teams in 10 high-tech firms. To explore the cross-level moderating effects of transformational and transactional leadership on the mood-voice relationships, the hierarchical linear modeling analysis was conducted to test the hypotheses. Consistent with our expectation, the results indicated that employee positive mood positively predict promotive voice. In addition, the contingent reward dimension of transactional leadership strengthens the positive relationships between positive/negative mood and employee voice behaviors. However, it is surprising that transformational leadership attenuated the positive effects of employees’ work mood on their voices. Theoretical and practical implications of the findings are also discussed.
Voice Behavior, Mood at Work, Transformational Leadership, Transactional Leadership