Battling Incivility: Increasing Willingness to Voice Through Amplification

Bain, Kristin; Coll, Kathryn A.; Tenney, Elizabeth R.; Kreps, Tamar A.

doi:10.5465/ambpp.2020.217

Cited by 4 publications

(11 citation statements)

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“…Drawing the SET framework, this study bridges the gap in literature by empirically identifying that a civility climate would promote employee voice. Previously, in different contexts, an incivility climate has been shown to have adverse effects on employee exit, voice, loyalty and neglect (Bain et al, 2020) but our study has demonstrated a positive perspective where civility climate may play the opposite roleto increase employee voice. Third, most scholars (i.e.…”

Section: A Leader's Humilitycontrasting

confidence: 50%

“…Thus, although the relationship between civility climate and employee voice has not been explicitly studied, we argue that a mutually respectful civility climate can be a safe and effective signal for employees to convey their voice (Kwon and Farndale, 2020). Some authors have recently found that incivility hurts employee exit, voice, loyalty and neglect (Bain et al, 2020). Therefore, we believe otherwise that a civility climate can positively improve employee voice behavior.…”

Section: Civility Climate and Employee Voice Behaviormentioning

confidence: 82%

“…That is, leader humility leads employees to obtain a higher perceived civility climate. Using the empirical basis that incivility has a negative effect on employee exit, voice, loyalty and neglect (Bain et al, 2020), a higher civility climate would assume a comfortable environment for employees to express their voices. In this process, the civility climate serves as a unique psychological mechanism that mediates the effect of leader humility on employee voice.…”

Section: Civility Climate and Employee Voice Behaviormentioning

confidence: 99%

“…Ye et al, 2020). Furthermore, as a discretionary behavior (Bain et al, 2020), employees will consider voice to maintain the existence of their contribution to the organization. As a result, in a less competitive environment, employees may have a lower motivation to outperform their peers, leading to lower perceived importance and low intention of employee voice (Ye et al, 2020).…”

Section: The Moderating Effect Of Competitive Climatementioning

confidence: 99%

“…Adopting the principle of interaction quality approach in social penetration theory (SPT) (Altman and Taylor, 1973), we believe that understanding the influence of leader humility and civility climate requires another explanatory factor; namely the competitive climate. As a discretionary behavior (Bain et al, 2020), employees will consider voice to maintain their existence and try to outperform their colleagues (Ye et al, 2020). Thus, employees express their voice to protect their interests; thus, they will use their voice to sustain their contribution to the organization.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

How can a leader's humility enhance civility climate and employee voice in a competitive environment?

Achmadi

Hendryadi

Oktrivina

et al. 2022

JMD

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PurposeThis study aimed to examine the relationship between leader humility, civility climate and employee voice and uncover the moderating effect of competitive climate on the relationship between leader humility, civility climate and employee voice.Design/methodology/approachThree hundred seventy-nine respondents from various sectors in Indonesia participated in this study. All hypotheses were examined using hierarchical multiple regression analysis using the Hayes' macro PROCESS.FindingsLeader humility positively and significantly impacts civility climate and employee voice. Competitive climate was confirmed as a moderator in the relationship between leader humility and civility climate and employee voice. The effect of team humility and civility climate on employee voice was strongest in a highly competitive climate.Practical implicationsBy encouraging the adoption of leader humility, organizations can develop a civility climate and promote employee voice in the workplace. Leader humility is congruent with leadership practices in Asian countries, which are more strongly influenced by the virtues of certain religions. Leaders should demonstrate humble behaviors to generate a civility climate and employee voice. Authoritarian leadership and the high power distance inherent in Asian countries pose a challenge to the prioritization of humble behavior.Originality/valueThis study adds to the extant literature by revealing that leader humility fosters a civility climate and civility climate has positive consequences on employee voice; it is the first study to examine these relationships. Drawing on the social exchange theory, new insights explain the psychological mechanism underlying the relationship between leader humility, civility climate and employee voice while proposing a competitive climate as the boundary condition.

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Section: A Leader's Humilitycontrasting

confidence: 50%

Section: Civility Climate and Employee Voice Behaviormentioning

confidence: 82%

Section: Civility Climate and Employee Voice Behaviormentioning

confidence: 99%

Section: The Moderating Effect Of Competitive Climatementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

How can a leader's humility enhance civility climate and employee voice in a competitive environment?

Achmadi

Hendryadi

Oktrivina

et al. 2022

JMD

View full text Add to dashboard Cite

show abstract

Developing employees’ job embeddedness through workplace civility and social cohesion: The role of work overload

Achmadi,

Hendryadi,

Oktrivina

2023

Cogent Business & Management

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Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress

Dedahanov

Fayzullaev

Abdurazzakov

2022

LODJ

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PurposeThis work assesses the contingent role of cognitive reappraisal on the link between supervisor incivility and psychological distress and examines the mediating role of psychological distress on the link between supervisor incivility and employee voice, namely, promotive and prohibitive.Design/methodology/approachThe data were collected from 447 highly skilled employees of manufacturing companies. To evaluate the validity of the proposed hypotheses, the authors conducted hierarchical regression analysis and bootstrapping test.FindingsThe findings suggest that despite supervisor incivility, individuals with higher level of cognitive reappraisal are less likely to suffer from psychological distress, whereas individuals with a lower level of cognitive reappraisal are prone to psychological distress when individuals suffer from supervisor incivility. Moreover, the results indicate that psychological distress mediates the link between supervisor incivility and voice, namely, promotive and prohibitive.Originality/valueThis work is the first to investigate the contingency role of cognitive reappraisal on the link between supervisor incivility and psychological distress and the mediating role of psychological distress on the link between supervisor incivility and employee voice.

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Battling Incivility: Increasing Willingness to Voice Through Amplification

Cited by 4 publications

References 0 publications

How can a leader's humility enhance civility climate and employee voice in a competitive environment?

How can a leader's humility enhance civility climate and employee voice in a competitive environment?

Developing employees’ job embeddedness through workplace civility and social cohesion: The role of work overload

Supervisor incivility and employee voice: the roles of cognitive reappraisal and psychological distress

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