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TFL was positively related to employees thriving at work and enhancing TFL can increase employee's vitality and learning, which can be vital for companies who require creative performance. This thriving has also been linked to individual health and innovation (Porath et al, 2012)

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we argue that transformational leadership, which stimulates and motivates the employee directly, will be positively related to voice behaviours, conditioned on the level of autonomy so that high autonomy enhances the effect of transformational leadership.

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'Within the last decade, a growing body of research has

demonstrated the beneficial potential of mindfulness at the

workplace.'

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Transformational leadership can both shape the individuals’ propensity to voice and be shaped by the employees’ previous voice.

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TFL has been linked to improved communication in a team such as support for innovation

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A leader’s focus on collective identity communicates
a sense of “we” and redefines employees’ self interests
in terms of the group’s well-being (Kark & Shamir,
2002)

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Hirschman (1970) initially introduced the concept of voice

as a way for an employee to express organisational dissatisfaction.

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TFL dimensions all convey extraordinary positive hope
toward the followers, they share some meaning (i.e., high
performance orientation) that is criterion relevant for high performance
expectations but criterion irrelevant, or “error”
for themselves p.322

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TFL has increasingly been linked to job satisfaction due to its promise of 'performance beyond expectations' (Braun et al, 2013)

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literature on voice has mainly focused on organisational improvements, such as ideas for new products or projects (Morrison, 2011).

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TFL has been showed in numerous studies to increase transformational supervision through increased well-being (e.g. psychological health, physical health and happiness)

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Liang et al. (2012) introduced the distinction between promotive and prohibitive voice.

They both aim to change the status quo to improve organisational functioning

Promotive voice is future-oriented and focuses on “realizing ideals and possibilities”

(Liang et al., 2012, p. 75), whereas prohibitive voice is both past and future oriented and concerns "stopping and preventing harm" in the organization (Liang et al. 2012).

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"In an initial study,

Reb et al. (2014 ) have demonstrated that leader mindfulness positively relates to different dimensions of subordinates’ well-being. In a second study, these authors have shown that subordinates,

psychological need satisfaction mediates the relationship between leader mindfulness and subordinates, job satisfaction."

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In sum, the “core” transformational behaviors will
transcend beyond followers’ self-interests to engage them
in taking charge for the betterment of the group p.320

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Transformational leaders focus on the individual needs of the employee and their association with employees' work with a higher mission and purpose which could therefore protect employees from burning out. This is mainly due to the link between TFL and increased well-being.

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Participatory leadership is

related to prohibitive voice differently than to promotive

voice. (Svendsen et al. 2016)

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Individualized support may also encourage followers
to engage in taking charge through fostering identification
with leader. Because such personalized attention satisfies
followers’ need for belonging and security p.321

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Transformational leadership is one of the most investigated

and applied leadership constructs (Yukl, 2008).

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Transformational leadership consists of four dimensions of behaviors: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Liu et al., 2010).

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Wu and Parker (2014) suggest that a leader’s “secure-base support,”
characterized by availability, encouragement of
growth, and noninterference, can both directly elicit proactive
behaviors and indirectly through engendering higher
role breadth self-efficacy and autonomous motivation for
proactivity p.331

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Higher psychological states (improved well-being) can prevent possible burnout

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Organisations recognise innovation as a way to gain competitive advantage so managers are relied on to be leaders and champions of innovation

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Employees with different levels of modernity (meaning open-mindedness) will perceive
and react to TFL behaviors differently and therefor effect progress, individual autonomy, forward thinking, and improvement-oriented actions. (adapted from p.322)

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A leader who shows individual consideration with employees may stimulate promotive and prohibitive voice.

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Intellectually stimulating transformational leadership

behaviors may encourage promotive and prohibitive

voice by motivating employees to look at things differently and critically, thereby increasing the number of ideas or concerns generated by the employees (Liu et al., 2010).

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"Transformational leaders affect team creativity and performance through collective/integrative processes"

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The intellectual stimulation and the high performance expectations inherent in TFL might come at the cost of employees’ mental health, resulting in increased burnout. This is based on the assumption that employees would be expected to work longer hours and put ore energy into their working, resulting in stress.

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leader behaviours, such as forward
looking, open-minded, and change oriented, are likely to engage followers with high modernity (open-mindedness) as they are likely to perceive that they share important values (a sense of oneness) with the leader.

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TFL can sttimulate intellectual interests, encourage them to look for ideas and solutions to solve challenges which foseters innovation through 'motivating external knowledge acquisition across team boundaries.'

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Transformational leader behaviours should inspire employees to believe that their supervisors are oriented

toward the future rather than to preserve the status quo, and

thus stimulate both promotive and prohibitive voice (Detert

& Burris, 2007).

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Liu et al. (2010) found that transformational leadership has a positive direct relationship with improvement-oriented voice

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Detert and Burris (2007) found evidence that transformational leadership is cross-sectional but not longitudinally related to improvement-oriented voice.

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Duan et al. (2017) found that transformational leadership has a

positive relationship to promotive voice.

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transformational leadership is

significantly related to psychological safety (Detert &

Burris, 2007)