Should I speak up? How trust in leaders and leader-leader exchanges influence nurses' voice behaviour.

AIM: Discussing the nurses' voice behaviour could support the managers in making the right decisions and solve problems. DESIGN: This was a discursive paper. METHODS: The discursive was based on reviewing the literature. RESULTS: Nurses play a critical role in offering useful constructive advice, which leads to management figuring out and solving problems immediately for the purpose of bettering the working environment. Therefore, we assert that trust in leadership and the leader-leader exchange system also plays a critical role in enforcing voice behaviour. Trust is a crucial aspect of voice behaviour, and integrated trust in leadership and leader-leader exchange as a possible practical suggestion for the fostering of voice behaviour are proposed. Nurse managers must maintain a sense of reciprocal moral obligation in order to nurture value-driven voice behaviour. It is important that open dialogue, active listening and trust in leadership exist. Nurse managers must consider ways to foster mutual trust, and support and enable nurses to use voice behaviour in everyday practice.

Risk-facing or risk-avoiding? Group loyalty encourages subordinates to tell the truth.

The aim of this study is to understand individual motivation to speak up, which extends the application of voice behavior. Employing a cross-level moderation framework, this paper explored the relationship between employees' authoritarian leadership perceptions and their speaking-up behavior, as reported by supervisors, along with a moderating effect of group loyalty. Specifically, we propose a conceptual variable, "saying nothing but good news", which related to the choice of the selective disclosure of information to others. Utilizing data of 140 supervisors and 603 subordinates in the Taiwanese military, results of the hierarchical linear modeling (HLM) analysis revealed that authoritarian leadership was negatively related to prohibitive voice, but positively related to saying nothing but good news. Group loyalty moderated the relationship between authoritarian leadership and prohibitive voice when group loyalty is high. Implications for management and future research are discussed.