The Influence of Interpersonal Justice on the Relationship between Perceived Supervisor Leadership Styles and Promotive Voice among Employees in Belize's Public Service and Private Sectors

Abstract

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The purpose of this study was to explore how contingent reward transactional leadership and laissez-faire leadership influence employee promotive voice. Additionally, interpersonal justice was examined as a moderator. Moreover, this research incorporated social exchange theory as a critical lens for analyzing and validating this observed phenomenon. An analysis was performed on 202 employees from different public service ministries and 102 employees from the private sector in Belize. A quantitative research format was used with an online questionnaire distributed through snowball and convenience sampling. Statistical analyses of the data were performed using SPSS AMOS 23 and IBM SPSS in order to test and confirm the hypothesis. As a first hypothesis, the researcher theorized that there was a positive relationship between contingent transactional reward leadership and employee promotive voice in the public and private sectors. Secondly, the researcher hypothesized a negative relationship between laisse-faire leadership and employee promotive voice not moderated by interpersonal justice in both public and private sectors. As a result of this study, the Belize public service and private sector will have a greater understanding of leadership styles, employee promotive voice, and interpersonal justice, as well as the ability to adapt specific concepts that may be beneficial to employees as a whole.