ESP-3899

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2025-08-15

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Vol. 10 No. 7 (2025): Published

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Research Articles

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Copyright (c) 2025 Xinyu Li, Jia-Fure Wang

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How to Cite

Xinyu Li, & Jia-Fure Wang. (2025). The impact of leadership style on employee voice behavior in the context of digital transformation: An exploration of the psychological mechanism based on self-determination theory. Environment and Social Psychology, 10(7), ESP-3899. https://doi.org/10.59429/esp.v10i7.3899

The impact of leadership style on employee voice behavior in the context of digital transformation: An exploration of the psychological mechanism based on self-determination theory

Xinyu Li

1 Chinese International College, Dhurakij Pundit University,Bangkok, 10210,Thailand 2 Rizhao Polytechnic, Rizhao, 276826,China

Jia-Fure Wang

Chinese International College, Dhurakij Pundit University,Bangkok, 10210,Thailand


DOI: https://doi.org/10.59429/esp.v10i7.3899


Keywords: Digital transformation leadership; employee voice behavior; ambidextrous learning; self-efficacy; organizational commitment; innovation climate; employee innovation behavior

Abstract

The purpose of this research is to examine the role that ambidextrous learning, self-efficacy, and the satisfaction of basic needs play in mediating the connection between digital transformation leadership (DTL) and employee voice behavior. Also covered is how an innovation-friendly setting could act as a moderator. Organizations can utilize the findings to gain theoretical support and practical recommendations on how to increase innovation, improve decision-making quality and efficiency, and accelerate digital transformation through employee input. This study used ambidextrous theory and social cognitive theory to construct a theoretical model that examined employee voice behavior as a dependent variable. Leadership in digital transformation, ambidextrous learning, self-efficacy, meeting fundamental needs, and an environment conducive to innovation are all components of the paradigm. The mediating and moderating effects of the proposed model were experimentally tested with the help of SPSS and AMOS after 658 valid data points were collected from questionnaire surveys. First, leadership during digital transformation has a positive effect on employee voice behavior. Second, leadership during digital transformation has an effect on employee innovation behavior. Third, innovation atmosphere moderates the effect of dual learning, self-efficacy, and basic needs satisfaction on employee innovation behavior. Fourth, basic needs satisfaction, self-efficacy, and dual learning mediate the effect of digital transformation leadership on employee innovation behavior. This study's results can help companies appreciate the value of human capital activation and the urgency of creating a flexible response mechanism to deal with digital disruption and international competitiveness. Improving digital transformation leadership and fostering staff engagement in advice and innovation can help organizations enhance their decision-making efficiency and competitiveness. Previous empirical studies have established that employee enthusiasm can be increased by developing an organizational climate that fosters creativity. The current study is unique in the following contributions: (1) by extending the existing knowledge on digital transformation leadership and employee voice behavior to the ambidexterity and social cognition approaches, and (2) by exploring the intrapersonal processes that hold these relationships, including ambidextrous learning, self-efficacy, and satisfaction of basic needs.

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