Too powerless to speak up: Effects of social rejection on sense of power and employee voice

The Mediating Role of Work Alienation in the Effect of Workplace Ostracism on Employee Voice

The aim of this study was to determine the mediating role of work alienation in the effect of workplace ostracism on employee voice. The research was conducted between 11 December 2020 and 27 April 2021 in Istanbul, Turkey. The research data were collected from employees of private hospitals in Istanbul. The research showed that workplace ostracism has a positive effect on work alienation. It was also determined that both workplace ostracism and work alienation negatively affect employee voice. Finally, it was established that work alienation has a mediating role in the effect of workplace ostracism on employee voice.

Should I speak up? How trust in leaders and leader-leader exchanges influence nurses' voice behaviour

AIM

Discussing the nurses' voice behaviour could support the managers in making the right decisions and solve problems.

DESIGN

This was a discursive paper.

METHODS

The discursive was based on reviewing the literature.

RESULTS

Nurses play a critical role in offering useful constructive advice, which leads to management figuring out and solving problems immediately for the purpose of bettering the working environment. Therefore, we assert that trust in leadership and the leader-leader exchange system also plays a critical role in enforcing voice behaviour. Trust is a crucial aspect of voice behaviour, and integrated trust in leadership and leader-leader exchange as a possible practical suggestion for the fostering of voice behaviour are proposed. Nurse managers must maintain a sense of reciprocal moral obligation in order to nurture value-driven voice behaviour. It is important that open dialogue, active listening and trust in leadership exist. Nurse managers must consider ways to foster mutual trust, and support and enable nurses to use voice behaviour in everyday practice.

When and why are employees willing to engage in voice behavior: a power cognition perspective

Previous studies have found that sense of power is an important predictor of employee voice; however, the mechanism underlying the relationship between these factors remains unclear. To explore this mechanism, 642 valid questionnaires from 45 enterprises were used to conduct an empirical test based on the approach-inhibition theory of power. The results showed that sense of power can affect error risk taking positively, error risk taking mediates the relationship between sense of power and employee voice; and power congruence moderates both the direct relationship between sense of power and employee voice and their indirect relationship via error risk taking. This study thus provides a useful reference for improving employees' enthusiasm for voice behavior and can help enhance the competitiveness of enterprises.

The curvilinear impact of perceived organizational politics on employee voice behavior: Mediating role of territoriality

Organizational context has an important influence on voice behavior. This study investigates the curvilinear relationship between perceived organizational politics (POP) – an inevitable organizational context factor – and employee voice behavior through a conservation of resources theory lens, considering the curvilinear mediating role of territoriality. A three-wave survey of 227 full-time employees revealed that (1) POP is positively associated with territoriality, (2) territoriality has U-shaped relationships with both promotive and prohibitive voice, that is, when territoriality ranges from low to moderate, promotive/prohibitive voice behavior gradually decreases. When territoriality ranges from moderate to high, promotive/prohibitive voice behavior gradually increases and (3) territoriality acts as a curvilinear mediator between POP and promotive/prohibitive voice behavior. These findings make a significant contribution to POP literature and voice behavior literature by identifying territoriality as a mediator between these organizational factors. Implications for practice are also discussed.

The Divergent Effects of the Public's Sense of Power on Donation Intention

Studies of the relationship between individuals' sense of power and donation intention have inconsistent findings. Classifying donor intention into two types, this study explored the mechanism through which a sense of power affects donation intention. Using a three-wave time-lagged survey of 1200 people, this study found that situational prevention focus mediates the positive effect of a sense of power on avoidance-based donation intention, and situational promotion focus mediates the positive effect of a sense of power on improvement-based donation intention. Furthermore, a strong perceived ethical climate strengthens the effects of a sense of power. These findings have practical implications for increasing charitable giving and improving the development of charitable programs.

Power Differences and Dynamics in Multiparty Collaborative Systems: A Systematic Literature Review

This paper presents the results of a systematic literature review on power distribution and power dynamics in multiparty systems. Multiparty systems are underorganized social structures in which power dynamics unfold and impact collaboration effectiveness. We use a theory-driven approach to integrate the empirical literature that explored power differences and dynamics in multiparty systems and we have a two-fold contribution to literature. First, we explore the way power is conceptualized in multiparty systems. Second, we investigate which predictions and propositions of the Social Distance Theory of Power and the Approach Inhibition Model of Power can be used to integrate research on power distribution and dynamics in multiparty systems. We extend the predominantly experimental empirical support of these two theories with insights from the multiparty systems literature. With respect to the way in which power is conceptualized in the multiparty systems literature, our study shows a shift from a possession over resources to a relational perspective on power in the last decades. Moreover, based on the insights of the two psychological theories of power, the study reflects upon the benefits and drawbacks of high versus low power for collaboration effectiveness among stakeholders, pointing towards ways in which facilitators can work with power differences in multiparty systems. Finally, the study points toward directions for future research concerning power dynamics in multiparty systems.

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

Research on the mediating mechanisms and boundary conditions of perceived organizational politics’ (POP) effect on employee voice is underdeveloped. Based on conservation of resources theory, we proposed a moderated mediation model in which organizational embeddedness acts as a mediator to explain why POP inhibits promotive and prohibitive voice. Additionally, we posited sense of impact as a boundary condition affecting this relationship. A time-lagged survey of 227 employed MBA students from a university in southwestern China revealed that organizational embeddedness mediates the relationship between POP and promotive and prohibitive voice, and sense of impact moderates the relationship between POP and promotive voice, such that the relationship is stronger when sense of impact is weaker. The moderating effect was not significant for prohibitive voice. These findings have implications for theory, practice, and further organizational research.

The Relationship Between Public Service Motivation and Affective Commitment in the Public Sector Change: A Moderated Mediation Model

How can public organizations promote change recipients' affective commitment to public sector change? Based on socially desirable responding theory, this study explores the theoretical mechanism and boundary effect of the relationship between public service motivation and affective commitment to change. By conducting a survey of 465 front-line public employees in an eastern Chinese city undergoing public sector change, this study found that voice behavior partially mediates the relationship between public service motivation and affective commitment to change. Superficial harmony also negatively moderates the relationship between public service motivation and affective commitment to change through the mediation of voice behavior. This study mainly contributes to our understanding of the theoretical mechanism and the conditional effect of change recipients' affective commitment during public sector change.

Silence and proactivity in managing supervisor ostracism: implications for creativity

Purpose

Anchored in a social control theory framework, this study aims to investigate the mediating effect of defensive silence in the relationship between employees' perception of supervisor ostracism and their creative performance, as well as the buffering role of proactivity in this process.

Design/methodology/approach

The hypotheses were tested using three-wave survey data collected from employees in North American organizations.

Findings

The authors found that an important reason for supervisor ostracism adversely affecting employee creativity is their observance of defensive silence. This mechanism, in turn, is less prominent among employees who show agency and change-oriented behavior (i.e. proactivity).

Practical implications

For practitioners, this study identifies defensive silence as a key mechanism through which supervisor ostracism hinders employee creativity. Further, this process is less likely to escalate when their proactivity makes them less vulnerable to experience such social exclusion.

Originality/value

This study establishes a more complete understanding of the connection between supervisor ostracism and employee creativity, with particular attention to mediating mechanism of defensive silence and the moderating role of proactivity in this relationship.

Can you be a follower even when you do not follow the leader? Yes, you can

In the ongoing debate in the area of critical leadership studies, the nature of leader–follower relationships is a thorny issue. The nature of followership has been questioned, especially whether followers can display resistance behaviours while maintaining their follower position. Addressing this issue requires a dialectical approach in which followers and leaders alike are primary elements in leadership co-production. Followers who face destructive leaders are of special interest when leadership is studied as a co-creational process. This context favours the emergence of a full range of behavioural profiles in which passives and colluders will illustrate the destructive leadership co-production process, and those who resist demonstrate that followers may not follow the leader and still keep a followership purpose. A two-step data analysis procedure was conducted based on the behaviour descriptions of 123 followers having a destructive leader. A qualitative analysis (i.e. content analysis) showed a set of behaviours and their antecedents that suggest three main groups of followers: resisters, obedient and mixed behaviour. Treating these data quantitatively (i.e. latent class analysis), six followers’ profiles emerged: active resistance, passive resistance, passive obedience, conflict avoidance, support and mixed. Our findings provide evidence that followers who resist may do it for the sake of the organisation. We discuss our findings in light of followership theory, whereby joining role-based and constructionist approaches allows us to argue that followers may still be followers even when they do not invariably follow their leader.

The Role of Sense of Power in Alleviating Emotional Exhaustion in Frontline Managers: A Dual Mediation Model

Frontline managers have many responsibilities and often suffer from emotional exhaustion. Drawing on the job demands-resources model, this research proposes and examines a cognitive-affective dual mediation model to explain how frontline managers' sense of power affects their emotional exhaustion through managerial self-efficacy (cognitive path) and affective commitment (affective path). A cross-sectional study design was employed, and the theoretical model was tested using a three-wave survey among 227 on-the-job Master of Business Administration (MBA) students (52.86% male) in China, who serve as frontline managers in different kinds of organization. The regression and bootstrapping analysis results showed that the frontline managers' sense of power was significantly negatively related to emotional exhaustion. In other words, the more powerful they felt, the less exhausted they felt. Furthermore, having a sense of power enhanced managerial self-efficacy, which mitigated emotional exhaustion. Sense of power also boosted frontline managers' affective commitment, alleviating emotional exhaustion. We conclude with a discussion of this study's theoretical and practical contributions and future research directions.