中文摘要：

以373对上级-下属配对数据为样本,分析了上级的变革型领导对下属进谏行为的影响以及组织心理所有权的中介效应和传统性的调节效应。结果发现：变革型领导对下属进谏上司和进谏同事均有积极影响;变革型领导通过组织心理所有权的中介效应影响下属进谏上司、进谏同事;传统性对组织心理所有权与进谏上司、进谏同事之间的关系具有调节效应,员工的传统性越高,组织心理所有权对进谏上司、进谏同事的影响越小。

英文摘要：

Voice behavior, which refers to the expression of challenging but constructive opinions, concerns, or ideas about work-related issues, plays a critical role in organizations since organizations become increasingly rely on innovation and quick responses to survive in the rapidly changing markets and severe competitions. Although recent studies on voice behavior have started to recognize the importance of leaders, few empirical efforts have been made to explore the role and mechanism of leadership in shaping employees’ voice behavior. In the present study, we tried to examine the influence of transformational leadership on voice behavior dimensions of speaking up （voice to supervisor） and speaking out （voice to colleagues）. Based on the theory of psychological ownership, we expected that psychological ownership for the organization （POO） would mediate the effect of transformational leadership on voice behavior. With the consideration of Chinese traditional value, we also hypothesized that traditionality would moderate the relation between POO and voice behavior. Specifically, the effect of POO would be stronger for employees with low traditionality. Data were collected from 373 dyads of employees and their immediate supervisors. The employees were asked to complete a questionnaire package assessing transformational leadership, POO and traditionality and their immediate supervisors were asked to rate employees’ speaking up and speaking out. Theoretical hypotheses were tested by structural equation model （SEM）. Results of SEM analysis revealed that transformational leadership had a significant positive influence on both speaking up and speaking out. POO mediated the relation between transformational leadership and voice behavior. As a moderator, traditionality weakened the positive relation between POO and voice behavior. The present study, with dyadic design, provided robust evidence for the role of supervisors’ transformational leadership in facilitating subordinates’ speaking up and speakin