Leadership Behavior and Employee Voice: Is the Door Really Open?

Detert, James R.; Burris, Ethan R.

doi:10.5465/amj.2007.26279183

Cited by 1,613 publications

(2,177 citation statements)

References 34 publications

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“…The initial model tested in AMOS 21 indicated a direct effect between the three latent variables and risk management performance, supporting the argument that formal ERM , a participative leadership style and psychological safety (Ashford et al, 2009;Detert and Burris, 2007) While a focus on ERM presumably has a positive effect on a company's risk performance, and have stressed the need for creating a culture of risk management at all levels in the organisation as well as emphasised the need for "discovering how to tap people's commitment and capacity to learn at all levels" (Senge, 1990: 4). This suggests that the combined effect of a motivating participative leadership style and a holistic systematic focus on ERM can interact and create a positive effect which is greater than the sum of its parts.…”

Section: Resultsmentioning

confidence: 86%

“…The role of top management has been highly emphasised in the employee voice literature, since top management is the target of voice and has the authority to administer rewards and punishments (Ashford, Sutcliffe, and Christianson, 2009;Detert and Burris, 2007). Leaders thus 173 play an important role in creating psychological safety (Edmondson, 1999), and they may influence voice by their general leadership style Mantere and Vaara, 2008).…”

Section: H1 Emphasis On Erm Processes Enhances Risk Performancementioning

confidence: 99%

“…By signaling that leaders "are interested in and willing to act on subordinate voice, subordinates' motivation to speak up should be maintained or enhanced: absent such leader behaviors, subordinates may see potential risks as outweighing perceived benefits" (Detert and Burris, 2007: 807). Potential benefits of speaking up include promotion, recognition or having one's ideas being well received and possibly implemented, whereas potential risks could be demotion, layoffs or humiliation (Detert and Burris, 2007). In response to these potential impediments, several firms have implemented whistleblowing systems and anonymous risk voting systems to ensure participation and honesty ).…”

Section: H1 Emphasis On Erm Processes Enhances Risk Performancementioning

confidence: 99%

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Strategic Risk Management

Lam¹

2017

Implementing Enterprise Risk Management

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Section: Resultsmentioning

confidence: 86%

Section: H1 Emphasis On Erm Processes Enhances Risk Performancementioning

confidence: 99%

Section: H1 Emphasis On Erm Processes Enhances Risk Performancementioning

confidence: 99%

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Strategic Risk Management

Lam¹

2017

Implementing Enterprise Risk Management

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“…In other words, employees with higher trust to organization enjoy a higher selfefficiency in creating difference in the organization which enables them to share their concerns about establishing a different organization with others while those people with a lower level of trust enjoy a lower level of self-efficiency in presenting suggestions and solutions and they remain in a satisfying silence (Rhee, 2015). Those people who trust to their own organization are more likely self-confident about their behavior consequences and senior managers' reaction ( Detert, and Burris , 2007). Mayer and., Davis (1995) model has discussed trustful and trustee person characteristics.…”

Section: Trust To Organization and Silencementioning

confidence: 99%

Mediating Role of Organizational Silence on the Effect of Trust on Organizational Commitment (Case Study of Tehran Municipality)

Saeed¹,

Hamdi²

2016

TOJDAC

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The present research has been carried out with the aim of studying the mediating role of organizational silence on the effect of trust on organizational commitment. Its population includes all employees of Tehran Municipality with the size of 200 people. The sample size estimated to be 131 people using Cochran formula. For collecting data questionnaire is used. Cronbach alpha indicated the questionnaire reliability 0.87. For analyzing data SEM is used in form of AMOS software. Findings indicate that organizational trust effects on organizational silence and organizational silence effects on organizational commitment but there is no significant relationship between organizational trust and organizational commitment.

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“…Employees align their behavior with leader orientations to minimize potential risks while maximizing benefits with respect to pay, promotions, and job assignments (e.g., Detert and Burris 2007). Not surprisingly, a salesperson who acts in line with managerial preferences generally is evaluated favorably by his/her manager (Podsakoff and Mackenzie 1994).…”

Section: Perceived Risks In New Product Sellingmentioning

confidence: 99%

Are conservative approaches to new product selling a blessing in disguise?

Borgh

Schepers

2017

J. of the Acad. Mark. Sci.

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A new product's success in the marketplace largely depends on salesforce actions. Many B2B salespeople display conservatism when confronted with new products in their portfolio, such that they maximize their efforts to sell existing products before engaging in efforts to sell the new product. So far, it is unclear whether this conservative selling behavior (CSB) is harmful to new product selling performance, and how this behavior can be managed. Building on perceived risk processing theory, and employing multi-level structural equation modeling on a multi-source dataset, the authors empirically substantiate that salespeople's CSB makes their effort to sell new products more effective. Remarkably, such effort is then valued less by sales managers. The authors also find that CSB is a result of a risk assessment and evaluation process, in which internal marketing efforts (i.e., providing salespeople with information on the new product) determine the weight of perceived performance risk (i.e., new product radicalness), social risk (i.e., managerial new product orientation), and financial risk (i.e., long-term rewards). Managers looking to control the levels of CSB in their salesforce should carefully align their information support activities with the perceived risk dimensions of the new product selling situation.

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Leadership Behavior and Employee Voice: Is the Door Really Open?

Cited by 1,613 publications

References 34 publications

Strategic Risk Management

Strategic Risk Management

Mediating Role of Organizational Silence on the Effect of Trust on Organizational Commitment (Case Study of Tehran Municipality)

Are conservative approaches to new product selling a blessing in disguise?

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