The impacts of perceived leadership integrity, psychological safety, and organizational culture in sustaining employee voice

Authors

DOI:

https://doi.org/10.20525/ijrbs.v12i7.2884

Keywords:

Leadership, Honesty, organizational culture, psychological security, Nigeria, South Africa

Abstract

The effects of organizational culture, psychological safety, and perceived leadership integrity on employee voice in organizations are evaluated in this paper. Ten (10) companies in South Africa and Nigeria's financial, service, and manufacturing sectors served as the sample for this research. Intentionally, surveys were disseminated to 200 employees from five workplaces in Nigeria and 200 employees from five workplaces in South Africa. To test the investigation's hypotheses and collect data on participants' opinions on corporate culture, psychological safety, leadership integrity, and employee voice, 400 people were recruited. One hundred eighty-one (180) surveys were discovered in Nigeria, while one hundred eighty-three (183) surveys were found in South Africa. The data was collected and analyzed using SPSS version 29 (Statistical Packages for Social Sciences). According to this study, perceived leadership integrity positively and significantly impacts employee voice in South African and Nigerian organizations. It also showed how employee voice in South African and Nigerian organizations is favorably influenced considerably by perceived leadership integrity. Further, it demonstrated how perceived corporate culture favorably influences employee voice in South African and Nigerian organizations. Additionally, this study showed how employee voice in South Africa and Nigeria is positively impacted by perceived leadership integrity, psychological safety, and organizational culture.

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Published

2023-10-28

How to Cite

Adekanmbi, F., & Ukpere, W. (2023). The impacts of perceived leadership integrity, psychological safety, and organizational culture in sustaining employee voice. International Journal of Research in Business and Social Science (2147- 4478), 12(7), 199–207. https://doi.org/10.20525/ijrbs.v12i7.2884

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Section

Organizational Culture, Leadership and Human Resources Management