领导行为与员工建言门真的打开了毕业论文外文翻译.docx

领导行为与员工建言门真的打开了毕业论文外文翻译.docx

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领导行为与员工建言门真的打开了毕业论文外文翻译

LEADERSHIPBEHAVIORANDEMPLOYEEVOICE:

ISTHEDOORREALLYOPEN?

Intoday’shypercompetitivebusinessenvironment,employeecommentsandsuggestionsintendedtoimproveorganizationalfunctioningarecriticaltoperformancebecause,asSengewrote,itis“justnotpossibleanylongerto‘figureitout’fromthetop”（1990:

4;seealsoMorrison&Milliken,2000）.Edmondson（1999,2003）,forexample,foundthatthewillingnessofallmemberstoprovidethoughtsandideasaboutcriticalworkprocessescharacterizessuccessfullearninginvarioustypesofteams.Yet,despitethis“learningimperative,”manyindividualsdonotworkinenvironmentswheretheyperceiveitassafetospeakup（Milliken,Morrison,&Hewlin,2003;Ryan&Oestrich,1998）.Thispresentsanunsettlingstateofaffairs:

Voice,whichwedefineasthediscretionaryprovisionofinformationintendedtoimproveorganizationalfunctioningtosomeoneinsideanorganizationwiththeperceivedauthoritytoact,eventhoughsuchinformationmaychallengeandupsetthestatusquooftheorganizationanditspowerholders,iscriticaltoorganizationalwell-beingyetinsufficientlyprovidedbyemployees,whoseetherisksofspeakingupasoutweighingthebenefits.Thus,itisimportanttobetterunderstandwhospeaksupwithpotentiallyvaluableinformationandtheorganizationalconditionsthatfavororinhibitsuchbehavior.Inthisstudy,weseektocontributetosuchunderstanding.

Threebroadlinesofresearchhaveaddressedthislineofinquirytovaryingdegrees.Themostsystematicresearchtodatehasfocusedonindividualdifferencesinpersonalityanddemographiccharacteristicsascorrelatesofvoice（Crant,2003;LePine&VanDyne,2001）.Thestatedorimplicitreasoninginthislineofworkisthatsomeindividualsaresimplymorelikelythanothersto“gotheextramile”inregardtospeakingup.Asecondlineofresearch,basedonHirschman’s（1970）seminalworkdefiningexit,voice,andloyaltyastheprimaryoptionsfacingemployeeswhoaredissatisfiedwithsomeaspectoforganizationalfunctioning,treatsemployeeattitudesastheprimarydeterminantofupwardvoice（Rusbult,Farrell,Rogers,&Mainous,1988;Withey&Cooper,1989）.Finally,athirdresearchstreamfocusesonaspectsofanorganizationalcontextthatmayaffectemployees’willingnesstospeakup.Animplicitassumptioninthisviewisthateventhemostproactiveorsatisfiedemployeesarelikelyto“readthewind”astowhetheritissafeand/orworthwhiletospeakupintheirparticularcontext（Dutton,Ashford,O’Neill,Hayes,&

Wierba,1997;Edmondson,2003;Millikenetal.,2003）.

Seekingtofurtherdevelopthecontextualstream,wefocusontherolethatspecificleadershipbehaviorsplayininfluencingemployees’decisionstovoluntarilyprovidecommentsorsuggestionsintendedtosparkorganizationalimprovement.Qualitativeresearchhasidentifiedanumberofleaderbehaviorsorattributes—including“approachability”（Millikenetal.,2003;Saunders,Sheppard,Knight,&Roth,1992）,“actiontaking”（Edmondson,2003;Ryan&Oestreich,1998）,and“accessibility”（Edmondson,1999）—thatleadsubordinatestoconcludeitiseithersafeorunsafetospeakup.However,thefewquantitativestudiesthathaveassessedsomeaspectofleadershipinfluenceonvoicehaveproducedlessconclusiveresults（e.g.,Ashfordetal.,1998）.Forexample,Saundersandcolleagues（1992）developedameasure,“supervisorasvoicemanager,”andfoundittobepositivelyrelatedtothelikelihoodofvoiceintwosamples,butJanssen,deVries,andCozijnsen（1998）,controllingforseveralindividualdifferences,foundthatthesupervisorasvoicemanagerconstructwasnotsignificantlyrelatedtosubordinates’reportedlikelihoodtovoicenovelideas.Insum,theliteraturepresentsatroublingdiscrepancy:

Studieswiththehighestfacevaliditysuggestthatleadershipbehaviorsareanimportantcontextualantecedentofvoice,butsurveyresearchhasfailedtoreplicatesuchfindings.

Thespecificpurposeofthisstudywasthereforetoaddressinconsistentfindingsaboutleadershipbehaviorasaninfluenceonsubordinates’improvement-orientedvoice.Inatwo-phasefieldstudy,weaddressedthequestions,“Isleadershipbehaviorrelatedtosubordinatevoice?

”and,“Ifso,whyandforwhattypesofemployees?

”Ourstudyextendstheliteratureinanumberofways.First,fewofthelabelsusedtodescribeleadershipfindingsinpreviousworkcorresponddirectlywithconstructsdevelopedinthebroaderleadershipliterature.Wedrewuponwell-establishedtheoryonleadershipandpowertodeveloppredictionsforhowspecificleaderbehaviorsinfluenceemployeevoice.Second,wecontrolledformanyofthepersonalityandemployeeattitudinalexplanationsfoundimportantinpriorvoiceresearchbutusuallylackingintheleadership-focusedstudies.Third,weheededcallsformoreprecisioninvoiceresearch（VanDyne,Ang,&Botero,2003）bylimitingourvoiceconstructtoverbalbehaviorthatisimprovement-orientedanddirectedtoaspecifictargetwhoholdspowerinsidetheorganizationinquestion.Beyondadvancingunderstandingofleadershipbehaviorasapredictorofvoice,thisstudyalsoexaminespsychologicalsafetyasanimportantmediatingcognitionlinkingleadershipandvoiceand

addresseshowsubordinateperformancelevelmightmoderatetheimpactofleadershipbehavioronvoice.Collectively,thisresearchextendsunderstandingoftheleadership-voicerelationshipandpointstospecificwaysleaderscanfosteremployeeinput.

LITERATUREREVIEWANDHYPOTHESES

Thenotionofvoicestemsfromtheideathatemployeesrecognizesomesourceofdissatisfactionoropportunityforimprovingtheirownand/ortheirorganization’swell-being（Hirschman,1970）.Speakingupinsuchsituationscanfeelriskybecausetheyinvolvepointingoutneedforimprovementinaprogramorpolicytothosewhomayhavedevised,beresponsiblefor,orfeelpersonallyattachedtothestatusquo.Giventhis,alongwiththerealitythatvoicecannotbecoercedorreadilydesignedintothein-rolerequirementsofajob（VanDyne&LePine,1998）,aninitialmotivationtopeakupislikelytomanifestinbehavioronlywhenthenetperceivedbenefitsoutweighpotentialcosts.Perceivedpotentialbenefitsofspeakingupincludegettingtheproblemsolvedaswellasformal（e.g.,moneyorpromotion）orinformal（e.g.,recognitionorstatus）rewardsthatmightbeassociatedwithhavingone’sideasbewellreceivedandpossiblyimplemented.Conversely,potentialcostsinclude“existencelosses”（e.g.,demotionortermination）and“relatednesslosses”（e.g.,humiliationorlossofsocialstanding）（Maslow,1943）.Inshort,thedecisiontospeakupresultsfromanaffectladenexpectancy-likecalculus（Ashford,Rothbard,Piderit,&Dutton,1998;Millikenetal.,2003;Withey&Cooper,1989）.

Theoretically,leadershipbehavioraffectsthisvoicecalculusfortwoprimaryreasons,bothrelatedtotheresourcedependencyofsubordinatesinhierarchicalsettings（Emerson,1962;Pfeffer&Salancik,1978）.First,tospeakup,bydefinition,involvessharingone’sideaswithsomeonewiththeperceivedpowertodevoteorganizationalattentionorresourcestotheissueraised（French&Raven,1959）.Thus,leadersareinherentlyimportanttothevoiceprocessbecausetheyareitstargets.Second,leadershavetheauthoritytoadministerrewardsandpunishments,andthispoweroversubordinates’pay,promotions,andjobassignmentsmakesleaders’actionshighlysalientascuesforbehavior（Depret&Fiske,1993）.Thus,whenleaderssendsignalsthattheyareinterestedinandwillingtoactonsubordinatevoice,subordinates’motivationtospeakupshouldbemaintainedorenhanced;absentsuchleaderbehaviors,subordinatesmayseepotentialrisksasoutweighingperceivedbenefits.

Change-OrientedLeadership

Becausevoiceinvolvessuggestionstodosomethingdifferently,leaderbehaviorssignalinganopennesstoorappreciationforchangeshouldbeacriticalcontextualinfluenceonemployeewillingnesstospeakup.Descriptionsfromqualitativeresearchsuggesttheimportanceofsuchbehaviors.Forexample,Edmondson（2003）reportedthatleaderswhoexplicitlycommunicatedarationaleforchange,explainedtheneedforothers’input,andtookactiononothers’ideashadsubordinateswhoweremorewillingtocontributetoteamlearningdespitetheinherentrisksofspeakingup.Here,wehypothesizethattwospecificsetsofperceivedleaderbehaviors—managementopennessandtransformationalleadership—areparticularlyindicativeofanorientationtowardcontinuousimprovementandshouldthereforebepositivelyrelatedtosubordinates’beliefthatitissafetospeakupandwillingnesstodoso.

Researchonissueselling（voiceregardingaspecificworkimprovementoremployeetreatmenttopic）hasidentifiedmanagementopennessasasetofleaderbehaviorsparticularlyrelevanttosubordinates’motivationtospeakup（Ashfordetal.,1998）.Managerialopennessreferstosubordinates’perceptionsthattheirbosslistenstothem,isinterestedintheirideas,givesfairconsiderationtotheideaspresented,andatleastsometimestakesactiontoaddressthematterraised.Suchbehaviorsaresignificantinmaintaininginitialmotivationtospeakup（Millikenetal.,2003）.Moreimportantly,behaviorsindicatingopennesstoemployeeinputmaydecreasethesalienceofthepowerdifferentialbetweenleadersandsubordinatesinsuchawaythatemployeesperceivefewcostsfromraisingpotentiallyriskyideas（Edmondson,2003）.

LikeHouseandRizzo’s（1972）topmanagementreceptivenessconcept,opennessasrelatedtoissuesellinghasbeenconceivedofprimarilyasaseniormanagerbehavior.However,man