The Effect of Authentic Leadership on Voice Behavior of Teachers in Elementary Schools: The Mediating Role of Organizational Culture

Abstract

This study investigated the impact of authentic leadership on the voice behavior of elementary school teachers. Additionally, it delved into the mediating role of organizational culture in the relationship between authentic leadership and employee voice behavior. Hofstede's Six-dimension measure was adapted to study organizational culture. This study was descriptive, and the level of analysis was individual. The population included all the elementary schools of Lahore. However, a sample of 10 elementary schools based in Lahore were chosen and about 300 individual teachers were surveyed. A cross-sectional design and a structured questionnaire were used to collect data from the sample. A strategy of stratified random sampling was employed to collect data. It was quantitative research and Smart PLS was used to analyze the collected data. Study analysis revealed that authentic leadership has a moderate positive impact on employee voice behavior. Furthermore, it was discovered that organizational culture partially mediates this association, indicating the culture of elementary schools is crucial in allowing teachers to voice their ideas and suggestions. The study's conclusions have ramifications for both leaders aiming to improve their authentic leadership abilities to have a positive influence on teachers’ voice behavior and schools looking to foster a culture of open communication and engagement. Therefore, this study offers significant contributions to future research by delving into organizational culture and employee behavior across various public sector organizations. It thoroughly examines the leadership factors that can either bolster or diminish employee motivation, thereby influencing their behavioral patterns within the organizational environment.