Predicting managers' championing behavior through subordinates' change-related voice

Abstract

PurposeThe purpose of this paper is to determine whether managers who are not in top management perceive change-related voice from their work group as support and whether this perception is an explaining mechanism that can predict the managers' behavioral support for change. Such voice can be a valuable asset for managers during change.Design/methodology/approachLower and middle managers' perceptions of subordinates' support is investigated as mediator in the relationship between group change-related voice and managers' behavioral support for change. Seventy managers who were experiencing organizational change completed a survey at two points in time. Data were analyzed using regression analyses and the bootstrapping approach.FindingsManagers perceive promotive but not prohibitive group change-related voice as support. Perceived subordinate support serves as explaining mechanism in the relationship between promotive group change-related voice and managers' championing behavior.Practical implicationsThe study's results have practical implications, as insights are gained into how managers react to upward communication from the work group and how such communication influences managers' reaction to change. These insights can be used to facilitate effective participation during change, as it creates sensitivity to managers as recipients of change.Originality/valueResearch on how managers react to change-related ideas and concerns is scarce. The study extends current research on organizational change by investigating the impact of subordinates' communications on managers' reaction to change. Research on voice is enriched by focusing on the voice-receiving process.

Overwhelmed by family, but supported by likeminded, trustworthy coworkers: effects on role ambiguity and championing behaviors

“…Two sample items were “I often mobilize support for innovative ideas” and “I often make organizational members enthusiastic for innovative ideas” (Cronbach's alpha = 0.84). Using self-assessments is consistent with prior championing research (Faupel, 2020; Wichmann et al. , 2015) and with the argument that employees are best positioned to offer accurate, comprehensive evaluations of their own championing efforts, compared with other raters (e.g.…”

“…Previous studies indicate that employees are more likely to engage in idea championing in response to positive inducements, such as career progress (De Clercq and Pereira, 2021 ), transformational leadership (Islam et al, 2021), job control , or change-related voice from their work group (Faupel, 2020). But we also acknowledge the challenges that stem from championing behaviors, such that employees who already experience difficult situations may actively avoid such behaviors.…”

“…, 2021), job control (De Clercq et al. , 2021), or change-related voice from their work group (Faupel, 2020). But we also acknowledge the challenges that stem from championing behaviors, such that employees who already experience difficult situations may actively avoid such behaviors.…”

The Inhibitory Effect of Perceived Organizational Politics on Employee Voice Behavior: A Moderated Mediation Model

“…Thus, highly embedded employees with strong resource pools will employ more prohibitive voice behavior. On the contrary, weakly embedded employees (i.e., less relationships or fit) may be treated as complainers or troublemakers, although they have good intentions (Hassan, 2015;Faupel, 2020). Therefore, weakly embedded employees are reluctant to express their concerns so that they can avoid loss of resources, such as those caused by retaliation.…”

Empowering leadership and behavioural support for change: the moderating role of a diverse climate

“…This research employed EL at a higher level of analysis than the individual level (Cheong et al, 2019), and there is a downward effect on behavioural support for change (Park and Hassan, 2018). Furthermore, this paper emphasises the role of middle managers (Deans) in leading change initiatives (Faupel, 2020;Marini and Reale, 2015). Existing studies on EL have been conducted both in Western and non-Western countries (Li et al, 2016;Sharma and Kirkman, 2015).…”