The future of courage research.

Pury, Cynthia L. S.; Lopez, Shane J.; Key-Roberts, Melinda

doi:10.1037/12168-012

Cited by 5 publications

(10 citation statements)

References 6 publications

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“…As discussed in our literature review, and empirically supported in this inquiry, behavioral courage appears to benefit organizations in various important ways (Kilmann, O’Hara, & Strauss, 2010; Pury & Lopez, 2010; Koerner, 2014; Detert & Bruno, 2017). This paper, in particular, identified five such behaviors that are representative of behavioral courage in the workplace and also found that there is a positive relationship between supervisors’ ratings of behavioral courage and job performance in for-profit organizations.…”

Section: Discussionmentioning

confidence: 64%

“…Given that courage, as well as cowardice, may be contagious (Pury, Lopez, & Key-Roberts, 2010), we suggest that the type of behaviors examined in this study may provide important guidance to leaders, managers, and human resource development practitioners in organizations. As leading by example has long been recognized as an important leadership practice (Kouzes & Posner, 2008), organizational leaders should act as role-models and behave in a courageous manner when a situation necessitates it.…”

Section: Practical Implicationsmentioning

confidence: 92%

“…Courageous action was also seen as an ‘indispensable, recuperative mechanism for regenerating organizations’ (Hornstein, 1986: 15). However, despite the wide recognition that courage has received in the literature, the scientific discourse on courage in organizations has only begun to emerge (Pury & Lopez, 2010; Harbour & Kisfalvi, 2014; Detert & Bruno, 2017).…”

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confidence: 99%

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Courage in the workplace: The effects of organizational level and gender on the relationship between behavioral courage and job performance

Ткаченко¹,

Quast

Song

et al. 2018

Journal of Management & Organization

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This study examines the relationship between behavioral courage and job performance, and explores the possible effects of organizational level and gender on this relationship. With a sample of managers from mid- to large-sized for-profit organizations in the United States, we found that behavioral courage was positively associated with job performance. Our results also revealed significant differences in supervisors’ ratings of behavioral courage between employees at low and high organizational levels. The effects of behavioral courage on job performance did not vary by organizational level. In turn, the moderating effect of gender on the association between behavioral courage and job performance was supported. The study results provide important theoretical and practical implications in the fields of organizational behavior, leadership studies, and human resource development. Recommendations for future research are discussed.

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Section: Discussionmentioning

confidence: 64%

Section: Practical Implicationsmentioning

confidence: 92%

mentioning

confidence: 99%

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Courage in the workplace: The effects of organizational level and gender on the relationship between behavioral courage and job performance

Ткаченко¹,

Quast

Song

et al. 2018

Journal of Management & Organization

View full text Add to dashboard Cite

show abstract

“…and Starkey, S.J., 2010). Second, a collection of authors jointly addressed many of the theoretical issues that plagued early courage research (Detert and Bruno, 2017; Koerner, 2014; Pury et al , 2007; Pury, C.L. and Lopez, S.J., 2010), which allows courage to be more easily integrated into novel theoretical perspectives and frameworks (discussed below).…”

mentioning

confidence: 99%

“…Third, the study of boundary conditions can provide insights into the resilience of social courage. It is possible that courage may be dampened by the environment, but it is also possible that courage can withstand most external influences and positively impact outcomes (Pury et al , 2007; Pury, C.L. and Lopez, S.J., 2010).…”

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confidence: 99%

Social courage fosters both voice and silence in the workplace

Howard

Holmes

2019

JOEPP

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Purpose One of the strongest and most important outcomes of trait social courage is employee voice, but researchers have only studied this relationship with unidimensional conceptualizations of voice. The purpose of this paper is to apply Van Dyne et al.’s (2003) three-dimensional conceptualization of voice, which also distinguishes three dimensions of silence, to provide a nuanced understanding of the relationship of social courage with voice and silence. The authors also test for the moderating effect of three contextual influences: top management attitudes toward voice and silence, supervisor attitudes toward voice and silence, as well as communication opportunities. Design/methodology/approach The authors conducted a four-timepoint survey with each measurement occasion separated by one week. A total of 134 participants completed all four timepoints. Findings The results support that social courage positively relates to prosocial voice and silence, whereas it negatively relates to defensive voice and silence as well as acquiescent voice and silence. In other words, social courage positively relates to beneficial voice and silence as well as negatively relates to detrimental voice and silence. The results also failed to support any moderating effects, suggesting that the relationships of social courage are very resilient to outside forces. Practical implications These findings both test prior results and discover new relationships of social courage, which can further stress the importance of courage. The authors also draw direct connections between the influence of social courage on the surrounding workplace environment – as well as the influences of the environment on social courage. While the current paper provides insights into social courage, it also directs future researchers toward new insights of their own. Originality/value Courage is an emergent research topic within organizations. While many authors have assumed that courage is important to work, the current paper is among the few to empirically support this notion.

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Employee–organisation connectedness and ethical behaviour: the mediating role of moral courage

Fernando

Akter

Bandara

2021

IJPPM

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PurposeHow employees connect with their work organisation and how it may play a role in their moral courage and ethical behaviour remain under-explored. This study, using Psychological Contract Theory, aims to explore how employee–organisation connectedness influences employees' moral courage and ethical behaviour.Design/methodology/approachThe hypotheses were tested using Partial Least Squares Structural Equation Modelling (PLS-SEM) on data collected through a questionnaire survey from 212 Australian healthcare professionals.FindingsEmployee connectedness with their work organisations showed a significant and direct impact on ethical behaviour. Along with moral courage, connectedness explained over half of the variance in ethical behaviour. Furthermore, moral courage partially mediated the effect of employee connectedness on ethical behaviour.Research limitations/implicationsThe overall theoretical implication of this study is that psychological contracts between employees and their organisations operationalised through employee–organisation connectedness can explain the role of moral courage in ethical behaviour.Practical implicationsWith increasing borderless management of organisations, organisational connectedness can be a critical factor in developing employees' moral courage and ethical behaviour within organisations. Socialisation interventions can be useful to promote employee–organisation connectedness.Originality/valueThe study developed a higher-order connectedness model and validated it with PLS-SEM. The study provides novel empirical evidence on the relationships between employee–organisation connectedness, moral courage and ethical behaviour.

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The future of courage research.

Cited by 5 publications

References 6 publications

Courage in the workplace: The effects of organizational level and gender on the relationship between behavioral courage and job performance

Courage in the workplace: The effects of organizational level and gender on the relationship between behavioral courage and job performance

Social courage fosters both voice and silence in the workplace

Employee–organisation connectedness and ethical behaviour: the mediating role of moral courage

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