@article{2018,title={THE MODERATING EFFECT OF SUPERVISORY RESPONSIVENESS ON THE RELATIONSHIP BETWEEN LEADER MEMBER EXCHANGE QUALITY AND VOICE BEHAVIOR},abstractNode={Organizations are beginning to realize more and more the importance of attaching importance to their employees, supporting them and communicating more openly in order to gain competitive advantage. It is necessary to examine the voice behavior, which is a relatively new concept, in this period in which the importance of communication with employees is emphasized. The main purpose of this study is to show the relationship between Leader Member Exchange (LMX) and Voice Behavior of the employee’s. The researchers also aimed to find out if there were supervisory responsiveness’ differences as a moderating variable. For this purpose, an empirical research was carried out on a total of 115 employees working in different sectors in Turkey. Employees were asked to fill out the questionnaire about three variables. Voice behavior has two dimensions of voice behavior (promotive and prohibitive voice). These items were developed by Avery & Quiñones in 2002. Each dimension has four questions totally eight questions asked to measure Voice Behavior. Leader Member Exchange Scale (LMX) developed by Liden & Maslyn (1998) was used to measure LMX and the scale includes twelve questions. Supervisory Responsiveness Scale developed by Saunders et al (1992) and includes seven questions. The data was analyzed using Pearson’s Correlation, a linear regression analysis and a t-test. According to the Correlation and the Regression analysis the results show that the LMX and Voice Behavior have a significant and positive relationship but Supervisory Responsiveness does not moderate the relationship.},author={F.Ceyda Süer-- Melda KEÇECİ},year={2018},journal={The Journal of Academic Social Science Studies}}