@Case Study <#LINE#>Assessing the impact of employee cultural intelligence on employee voice behavior: the mediating role of leader-member exchange (case study: Tehran university of Medical Sciences, Iran)<#LINE#>Saeed @Saeednejad,Alireza @Amirkabiri <#LINE#>1-11<#LINE#>1.ISCA-IRJSS-2018-061.pdf<#LINE#>Department of Executive Management, Faculty of Management, Islamic Azad University, Central Tehran Branch, Tehran, Iran@Department of Governmental Management, Faculty of Management, Islamic Azad University, Central Tehran Branch, Tehran, Iran<#LINE#>24/5/2018<#LINE#>7/8/2018<#LINE#>Cultural intelligence refers to functionality of an employee in various cultural situations. It is one of the most powerful instruments to implement effectively different tasks in various working environments. The aim of the present research is to assess the impact of employee cultural intelligence on employee voice behavior regarding the intervening role of Leader-Member Exchange. The study consisted of all employees and managers of Tehran University of Medical Sciences 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 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 approaches was used. The results of the research indicated that employee cultural intelligence positively and directly influenced employee voice behavior and the quality of leader-member exchange with 0.345 and 0.347, respectively. It was also shown that leader-member exchange had a positive and direct impact on employee voice behavior with 0.523. Thus, employee cultural intelligence has both direct and indirect impact on employee voice behavior regarding the intervening role of leader-member exchange was confirmed.<#LINE#>Ang S., Van Dyne L., Koh C., Ng K.Y., Templer K.J., Tay C. and Chandrasekar N.A. (2007).@Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation and task performance.@Management and organization review, 3(3), 335-371.@Yes$Boxall P. and Purcell J. (2011).@Strategy and human resource management.@3rd ed. Palgrave MacMillan, New York, 159-187. ISBN 978-0-230-57935-4@Yes$Morrison E.W. (2011).@Employee voice behavior: Integration and directions for future research.@The Academy of Management Annals, 5(1), 373-412.@Yes$Aryee S., Walumbwa F.O., Mondejar R. and Chu C.W.L. (2017).@Core self-evaluations and employees voice behaviors test of a dual-motivational pathway.@Journal of Management, 43(3), 946-966.@Yes$Budd J.W., Gollan P.J. and Wilkinson A. 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(2012).@Human resource management practices on exit, voice, loyalty, and neglect: Organizational commitment as a mediator.@The International Journal of Human Resource Management, 23(8), 1705-1716.@Yes$Tangirala S., Kamdar D., Venkataramani V. and Parke M.R. (2013).@Doing right versus getting ahead: The effects of duty and achievement orientations on employees’ voice.@Journal of Applied Psychology, 98(6), 1040-1050.@Yes$LePine J.A. and Van Dyne L. (2001).@Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and cognitive ability.@Journal of Applied Psychology, 86(2), 326-336.@Yes$Earley P.C. and Ang S. (2003).@Cultural intelligence: Individual interactions across cultures.@Stanford University Press, Stanford, California, 155-184. ISBN: 0-8047-4300-2.@Yes$Graen G.B. and Uhl-Bien M. (1995).@Relationship-based approach to leadership: Development of leader – member exchange (LMX) theory of leadership over 25 years: Applying a multilevel multi-domain perspective.@Leadership Quarterly, 6(2), 219-247.@Yes$Uhl-Bien M. (2006).@Relational Leadership Theory: Exploring the social processes of leadership and organizing.@The Leadership Quarterly, 17(6), 654-676.@No$Liden R.C. and Graen G. (1980).@Generalizability of the vertical Dyad linkage model of leadership.@Academy of Management Journal, 23(3), 451-463.@Yes$Hooper D.T. and Martin R. (2008).@Beyond personal Leader–member exchange (LMX) quality: The effects of perceived LMX variability on employee reactions.@The Leadership Quarterly, 19(1), 20-30.@Yes$Janssens M. and Brett J.M. (2006).@Cultural intelligence in global teams: A fusion model of collaboration.@Group and Organization Management, 31(1), 124-153.@Yes$Laschinger H.K.S., Finegan J. and Wilk P. 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Important social structures have been previously studied in the manner in which the Kolam drama operates in caste, religion and education. Here studies its function in the economic structures. Two main Kolam drama schools; Hiethawatte Juwanwadu family in Ambalangoda and Mirisse Amarasinghe family from Matara, were selected for the research. The economic history of these two regions was analyzed through literary sources. Group discussions were used to determine the relationship between the economic structure and the relevant groups, and in such discussions, the Ethnographic method was used significantly. A qualitative analysis was carried out. As such, it was found that a number of highly different economic strata were established In Sri Lanka when European feudal system and capitalistic elements were superimposed on earlier caste-based feudal system depended on subsistence agriculture. 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