Organization studies have investigated transformational leadership and employee engagement as key variables in the field. Recent calls in the literature propose further investigation of the link between leadership and engagement, through different levels within the organization. Hence, the current study examines the leadership–engagement relationship in more depth and introduces perceived corporate social responsibility as an organizational level mediator. Hypotheses were tested amongst employees in a European bank ( N = 5313) and were supported. This study contributes both to theory and practice by: (a) expanding the scope of transformational leadership effectiveness, specifically as a facilitator for employee engagement, and (b) demonstrating the contribution of perceived corporate social responsibility as a mediator in the relationship between transformational leadership and employee engagement.

We highlight conversations at work as an arena of change. Drawing on and extending the psychological safety literature, we offer a new framework to distinguish between productive and unproductive forms of both voice and silence. The framework's four quadrants withholding, disrupting, contributing and processingoutline essential activities in group conversations that work to advance goals, including organization change. Drawing on the authors' own research, as well as other relevant literatures, our framework points to new directions for actionable research and suggests managerial practices to enhance the quality of workplace conversation. Our work bridges literatures on change, workplace conversations, psychological safety and leadership. We emphasize the function of leadership in fostering high-quality conversations, with an eye on both the opportunities and challenges of diversity at work in ensuring high-quality conversations.

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A large foreign owned company has multiple production facilities in Belgium, one of its prime production locations. In the years leading up to the conflict, the company suffers from a drop in demand for production in Europe because of the financial crisis and its own activities in other regions of the world. Restructuring is announced and production is dialed back in Belgium which results in over 200 people becoming temporarily unemployed. There are smallscale employee actions and protests regarding the current situation leading to discussions at the organizational level. A couple of years later, further cost cutting is announced and one of the facilities stops production for an entire month resulting in economical unemployment of over 400 employees. The company reports a heavy loss and has to fire dozens of employees while announcing further restructuring. Coinciding with the ongoing restructuring, the CEO announces his departure from the company. During the reorganizations, biennial negotiations commence regarding the Collective Labor Agreement. Unions wanted to connect a strong social plan to regular negotiations, however, these negotiations failed rather quickly as two of the three major unions refuse to sign the proposed Collective Labor Agreement.