Do not like it when you need it the most: Examining the effect of manager ego depletion on managerial voice endorsement

Li, Junchao; Barnes, Christopher M.; Yam, Kai Chi; Guarana, Cristiano L.; Wang, Lin

doi:10.1002/job.2370

Cited by 51 publications

(70 citation statements)

References 67 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Burdened with multiple difficult issues in daily work, leaders face the same dilemma, or even worse. They have to take on challenging tasks and at the same time deal with complex interpersonal relationships, which significantly tax their limited resources (Li, Barnes, Yam, Guarana, & Wang, 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Social bonding or depleting? A team‐level investigation of leader self‐sacrifice on team and leader work engagement

Chen

Yuan

Liu

et al. 2020

J Occupat & Organ Psyc

View full text Add to dashboard Cite

The leader self‐sacrifice literature has largely drawn on the norm of reciprocity to examine the positive impacts of leader self‐sacrifice on employee attitudes and behaviours, but little attention has been paid to the potential negative impacts of leader self‐sacrifice on leaders’ own work outcomes. Grounded in social exchange theory and ego depletion theory, our research focuses on why leader self‐sacrifice brings about both beneficial and detrimental effects and considers how leader competence shapes these effects. Two field studies were conducted to test our hypotheses. Study 1 explored the underlying mechanisms through which leader self‐sacrifice influences team/leader work engagement. Study 2 replicated and extended the findings of Study 1 by further testing the moderating role of leader competence. Our results indicated that team affective commitment to leaders acts as a key mediator of the positive relationship between leader self‐sacrifice and team work engagement, and that leader depletion serves as a crucial mechanism underlying the negative relationship between leader self‐sacrifice and leader work engagement. Additionally, leader competence affects how team members view self‐sacrificing leaders and the extent to which self‐sacrificing leaders consume their energy. For competent leaders, the positive influence of leader self‐sacrifice on team work engagement (via team affective commitment to leaders) is stronger, and the negative influence of leader self‐sacrifice on leader work engagement (via leader depletion) is weaker. Practitioner points To avoid self‐sacrificing leaders being seriously depleted, organizations should design activities or training programmes to help leaders replenish self‐control resources and, if possible, increase their self‐control capacity. To encourage team members’ investment in their work, leaders may need to establish psychological attachment and bonds with members to motivate them to repay sacrificial behaviours by fully engaging in the work. Organizations can provide systematic training to enhance leader competence to magnify the beneficial impacts and buffer the detrimental impacts of leader self‐sacrifice.

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

Social bonding or depleting? A team‐level investigation of leader self‐sacrifice on team and leader work engagement

Chen

Yuan

Liu

et al. 2020

J Occupat & Organ Psyc

View full text Add to dashboard Cite

show abstract

“…In addition to the influence of the message, the voice sender and receiver may also affect voice endorsement [ 7 ]. In a recent study, Li et al (2019) showed that employee voice was more likely to be endorsed by managers with low ego depletion than by managers with high ego depletion [ 11 ]. However, we still need more systematic evidence to deepen the understanding of how the interplay between the voice sender and receiver affects voice endorsement.…”

Section: Introductionmentioning

confidence: 99%

How leaders are persuaded: An elaboration likelihood model of voice endorsement

2021

PLoS ONE

View full text Add to dashboard Cite

Organizations need both employee voice and managerial endorsement to ensure high-quality decision-making and achieve organizational effectiveness. However, a preponderance of voice research focuses on employee voice with little attention paid to voice endorsement. Building on the social persuasion theory of the elaboration likelihood model, we systematically examine the sender and receiver determinants of voice endorsement and how the interplay of those determinants affects voice endorsement. By empirically analyzing 168 paired samples, we find that issue-relevant information, i.e., voicer credibility, has a positive effect on voice endorsement and matters most when leaders have high felt obligation. The results also show that the peripheral cue used in the study, i.e., positive mood, has a positive effect on voice endorsement and matters most when leaders have low felt obligation or low cognitive flexibility. We discuss the contributions of these findings and highlight limitations and directions for future research.

show abstract

“…As a result, our studies did not investigate underlying mechanisms that can explain why the interaction between leaders' performance-approach goals and sense of power leads to differences in leader receptivity. Therefore, future research may investigate process mechanisms such as image threat appraisal (Sijbom et al, 2015a) and effort in processing the idea (Li et al, 2019) that may explain the moderating effects we found in the present research.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 87%

“…Fourth, we investigated leader receptivity to voiced ideas. Although, receptivity is an important first step of idea endorsement, further steps need to be taken to implement voiced creative ideas (Burris, 2012;Li et al, 2019). These steps include getting more detailed information to further validate the idea, evaluating the pros and cons, and considering whether the idea is feasible in terms of available resources.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

When Are Leaders Receptive to Voiced Creative Ideas? Joint Effects of Leaders’ Achievement Goals and Personal Sense of Power

Sijbom

Parker

2020

Front. Psychol.

View full text Add to dashboard Cite

Voiced suggestions for improvement and constructive change (i.e., voiced creative ideas) by employees are important for organizations. In order to reap the benefits of these ideas, leaders need to be receptive. Drawing on achievement goal theory and approach-inhibition theory of power, we examined the joint effects of leader achievement goals and personal sense of power on leader receptivity to voiced creative ideas in two studies. In a field study (Study 1, N = 136), we found that leaders pursuing mastery-approach goals were positively related to leader receptivity. Receptivity for leaders pursuing performance-approach goals was found to be contingent upon their personal sense of power, with a positive (negative) association under conditions of high (low) sense of power. Similarly, in experimental study (Study 2, N = 93), in which we manipulated leader achievement goals, the receptivity of performance-approach goal leaders was contingent upon their sense of power. When sense of personal power was high, performance-approach goal leaders displayed higher levels of receptivity than when their personal sense of power was low. An implication is that personal sense of power may prevent leaders with performance-approach goals from disregarding creative ideas that are put forward by their subordinates. These findings extend insight into how and when leaders are receptive to voiced creative ideas.

show abstract

Do not like it when you need it the most: Examining the effect of manager ego depletion on managerial voice endorsement

Cited by 51 publications

References 67 publications

Social bonding or depleting? A team‐level investigation of leader self‐sacrifice on team and leader work engagement

Social bonding or depleting? A team‐level investigation of leader self‐sacrifice on team and leader work engagement

How leaders are persuaded: An elaboration likelihood model of voice endorsement

When Are Leaders Receptive to Voiced Creative Ideas? Joint Effects of Leaders’ Achievement Goals and Personal Sense of Power

Contact Info

Product

Resources

About