56 research outputs found
Public versus Private Voice: The Role of Social Setting in Explaining Managerial Reactions to Employee Voice
Full text linkHaving employees who openly express their ideas, opinions or concerns is imperative for effective organizational functioning. Yet, managers do not always welcome employee voice and may react in dysfunctional ways. This dissertation studies how the social setting in which voice occurs – public versus private – may shape managers’ reactions to voice. Findings of this dissertation suggest that public voice is associated with enhanced image concerns that make managers less likely to react favorably to employee voice. At the same time, employees who have a general tendency to voice publicly (vs. privately) still have a higher capacity to bring about change to their work-group or organization in the long run. Furthermore, managers should be cognizant that their close, trusting employees, instead of openly discussing emerging issues, ideas, and suggestions in public settings, tend to bring up the issues in private, irrespective of whether the managers come across as more or less open to public voice
A comparison of interrupting and reinforcing work experiences in teacher routines on individual leadership skill development
No full textEmployee voice behavior from the manager's point of view: A quantitative study on managerial gender differences when receiving voice behavior from subordinates
No full textEffectiveness of Behavioral Experimentation in Leadership Development, The effect of developmental challenge on leader identity and leadership emergence, and the moderating role of gender
No full textLeadership development: How subordinate voice can trigger empowering leadership through experimentation
No full textHow self-efficacy can influence employees’ decision to use public instead of private voice towards their manager
No full textLearning Leaders: How employee voice behaviour can trigger positive error handling in supervisors
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Employees engage in different voice manners: Examining the relationship between Leader-Member Exchange (LMX) and public voice
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