The Effect of Cultural Intelligence on Employees’ Voice considering the Mediating Role of LMX, Job Involvement and Perceived Organizational Injustice
Saeed Saeednejad, Alireza Amirkabiri
Cultural intelligence and its effect on employees’ performance emphasize the ability of individuals to adapt to values, traditions, and customs. The purpose of this study was to “investigate the effect of cultural intelligence on employees’ voices in the organization, considering the mediating role of leader-member exchange and job involvement and moderating role of perceived organizational injustice.” The study consisted of all employees and managers of International Deputy of Tehran University of Medical Sciences and Health Services with a total number of 200 individuals. A standard questionnaire consisting of 50 questions was used to collect data. Validity was performed using a coefficient of variation ratio method and confirmatory factor analysis for variable validity and reliability was performed with Cronbach's alpha coefficient. To test the hypothesis, structural equation least method with partial least squares (PLS) approaches were used. The results of the research show that all the research hypotheses have been confirmed indicating that cultural intelligence has an effect on job involvement, voice behaviors and leader-member exchange with 0.435, 0.262, and 0.349, respectively. Leader-member exchanges were effective on job involvement and voice behaviors with 0.321 and 0.357, respectively. Job involvement has an effect on employees’ behavioral voice with 0.303.