The Value of Voice to Managers: Employee Identification and the Content of Voice

Leading to Stimulate Employees' Ideas: A Quantitative Review of Leader–Member Exchange, Employee Voice, Creativity, and Innovative Behavior

“…Although prior studies in general have found a significantly positive relationship between LMX and voice, some research has failed to replicate such a finding (e.g. Burris, Rockmann, & Kim, ; Liu, Tangirala, & Ramanujam, ). One possible reason to explain this mixed finding is that employees in high‐quality LMX relationships might be concerned about damaging such relationships when voicing towards their supervisors (Liu et al, ).…”

Public versus Private Voice

“…Yet, some employees are considered as more successful than others in turning their ideas into real change (Dutton & Ashford, 1993;Dutton, Ashford, O'Neill, & Lawrence, 2001). To be effective change agents, employees need at a minimum to get their managers to recognize their voice (Burris, Rockmann, & Kimmons, 2017;Dutton & Ashford, 1993;Dutton et al, 2001;Howell et al, 2015). This, in fact, is often one of the main obstacles that employees face because managers have limited time and resources (Pfeffer, 1992), which makes it hard or impossible for them to address all the issues at hand.…”

“…This, in fact, is often one of the main obstacles that employees face because managers have limited time and resources (Pfeffer, 1992), which makes it hard or impossible for them to address all the issues at hand. Hence, when employees voice, it is important for them to get managers' attention among all other potential issues (Burris et al, 2017;Dutton & Ashford, 1993). To make managers recognize the raised issue, employees may use different voice tactics (Dutton & Ashford, 1993;Dutton et al, 2001).…”

“…Hence, employees who prefer public to private voice are more likely to create instances in which it is harder for managers to simply ignore and dismiss their voice (Dutton & Ashford, 1993). Consequently, input from such employees is more likely to get managers' attention, which is a minimum prerequisite for turning voice into real change (Burris et al, 2017;Dutton & Ashford, 1993;Dutton et al, 2001;Howell et al, 2015). Hence, we expect that employees who engage in public voice more often than in private voice are more likely to initiate change within their work-group or organization.…”

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

“…Likewise, Fast et al () show that managers with lower managerial self‐efficacy tend to feel insecure about their ability to fulfill their managerial role expectations and tend to reject their employees' suggestions because of experienced ego threat. In addition, Burris, Rockmann, and Kimmons () find that managers are more likely to endorse ideas that demonstrate a higher level of importance, that involve a lower level of resources, and that involve a lower level of interdependency to implement. This paper seeks to further the understanding on managerial voice endorsement from a self‐regulation perspective.…”