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

Li, Xiaobo; Wu, Ting; Ma, Jun

doi:10.1371/journal.pone.0251850

Cited by 5 publications

(2 citation statements)

References 52 publications

(82 reference statements)

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“…Voicer credibility is an important predictor of endorsement and/or implementation because voice from credible voicers ensures high-quality input (Brykman & Raver, 2021) that is more likely to translate into positive outcomes for managers and increase the perceived benefits of endorsing and/or implementing employee voice (McClean, Kim, & Martinez, 2022). In support of our argument, a multitude of studies show that employee competence or credibility is associated with higher levels of voice endorsement and/or implementation (Ashford et al, 2017;Lam et al, 2019;X. Li et al, 2021;Magadley & Birdi, 2012;Whiting et al, 2012).…”

Section: Predictors Of Employee Voice (Path a In Figure 1)supporting

confidence: 59%

“…When constructive voice is perceived to help solve workgroup issues, which is a manager's core duty, they are likely to perceive that endorsement will be beneficial and rewarding to them, thereby promoting managerial endorsement and/or implementation. Further, managers are more likely to endorse suggestions made by a credible source (Lam et al, 2019;X. Li, Wu, & Ma, 2021).…”

Section: Managerial Responses To Voice Phasementioning

confidence: 99%

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Employee Constructive Voice: An Integrative Review and a Dyadic Approach

Kim

Lam

Oh³

et al. 2022

Journal of Management

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Constructive voice is a type of communicative act involving both voicers and managers. However, research on constructive voice has developed in two separate streams, with studies adopting either a voicer- or a manager-centric perspective, thereby failing to provide a holistic understanding of constructive voice. This unilateral approach results in missed opportunities for scholars to understand the dyadic and dynamic nature of constructive voice. To address this limitation, we draw on social exchange theory to introduce a four-phase (felt voice, expressed voice, managerial responses to voice, and relational voice outcomes) dyadic model of constructive voice. By conceptualizing constructive voice as a dyadic exchange between voicers and managers, we detail the ongoing processes in which employees initiate voice and managers subsequently endorse and/or implement voicers’ input. We also introduce feedback loops to highlight the dynamic nature of constructive voice over time and explain the consequences of repeated constructive-voice exchange processes on relational outcomes. Finally, we review the literature, summarize gaps and opportunities, and provide directions for future research.

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Section: Predictors Of Employee Voice (Path a In Figure 1)supporting

confidence: 59%

Section: Managerial Responses To Voice Phasementioning

confidence: 99%

Employee Constructive Voice: An Integrative Review and a Dyadic Approach

Kim

Lam

Oh³

et al. 2022

Journal of Management

View full text Add to dashboard Cite

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Breaking down barriers and building up facilitators of lecture free curriculum in medical education: An interpretive structural modeling

Karami,

Shariati,

Parmelee

et al. 2024

Medical Teacher

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Impact of supervisory delegation on employee voice behavior: role of felt obligation for constructive change and voice climate

Rubbab

Naqvi

Irshad

et al. 2022

EJTD

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Purpose The research linking organizational change-oriented activities with employee voice behavior is still in its initial stages. This study aims to contribute to this line of research by proposing felt obligation for constructive change, an underlying mechanism through which supervisory delegation enhances teachers’ voice behavior. Design/methodology/approach This study tested the interactive effect of felt obligation for constructive change and voice climate on teachers’ voice behavior. The proposed model is supported by proactive motivation theory which states that environmental factors lead to motivational states which further result in employee proactive behaviors. In this study, 415 teachers with their 74 supervisors (head of departments) from educational institutes completed the surveys. Structural equation modeling was used to find the results. Findings The results supported the mediation and moderation hypotheses, which proved that felt obligation for constructive change mediates the relationship between supervisory delegation and teachers’ voice behavior, and voice climate moderates the relationship between felt obligation for constructive change and teacher voice behavior. Practical implications This paper will provide an insight to the practitioners about the role of supervisory delegation for engagement in employee voice. This paper will also help managers understand that the workplace effectiveness can be enhanced by creating opportunities for employees to voice their concern. Originality/value This study recommends that head of departments at the workplace should cultivate an environment that is conducive for their faculty for engaging in voice behavior for improved functioning of educational institutes. Findings provide an insightful approach on organizational strategies in the form of supervisory delegation to trigger voice behavior among employees to meet the uncertainty of the ever-changing business environment.

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

Cited by 5 publications

References 52 publications

Employee Constructive Voice: An Integrative Review and a Dyadic Approach

Employee Constructive Voice: An Integrative Review and a Dyadic Approach

Breaking down barriers and building up facilitators of lecture free curriculum in medical education: An interpretive structural modeling

Impact of supervisory delegation on employee voice behavior: role of felt obligation for constructive change and voice climate

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