In a team forgiveness climate, the influence of paradoxical thinking of leaders on the team voice behavior: Mediated by team cooperation

by Yijun Chen, Xu He, Lei Lu, Xiaoxiao Gao

In order to clarify the influence of the paradoxical thinking of leaders on team voice behavior, a moderating mediation model was constructed to explore the mediating role of team cooperation and the moderating effect of team forgiveness climate based on the social exchange theory. Based on the "leader-employee" matching data of 477 employees from 101 teams, SPSS (Statistic Package for Social Science) and AMOS (a macro-micro model of Scotland) were used to analyze the three-stage data linear regression. The research conclusions indicate that: (1) The paradoxical thinking of leaders positively affects team voice behavior; (2) Team cooperation plays a completely mediating role in the relationship between the paradoxical thinking of leaders and team voice behavior; (3) The team forgiveness climate positively moderates the relationship between the paradoxical thinking of leaders and team cooperation, which means that their positive relationship is stronger in a higher forgiveness climate; (4) The team forgiveness climate moderates the mediating role of team cooperation between the paradoxical thinking of leaders and team voice behavior. Compared with a lower forgiveness climate, this moderating mediating effect is significant at a higher forgiveness level. This study clarifies the connection of the paradoxical thinking of leaders to the team voice behavior through team cooperation and has practical insights into how a team forgiveness climate promotes the team voice behavior.