Inspired to be transformational: The interplay between employee voice type and manager construal level

IF 4.5 2区管理学 Q1 MANAGEMENT

Human Relations Pub Date : 2024-11-01 DOI:10.1177/00187267241288680

Shuqi Li, Russell E Johnson, Hun Whee Lee, Brent A Scott

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引用次数: 0

Abstract

The power to ignite change in organizations does not rest solely with managers—it can also stem from employees. Employee voice, the upward communication of change-related information, can be a powerful catalyst for inspiring managers to be transformational. To examine how this process unfolds, we utilize the transmission model of inspiration as a theoretical foundation for identifying when and for whom employee voice inspires managers to exhibit change-oriented behavior. Using experience sampling (Study 1) and critical incident (Study 2) methods, we find that employee promotive voice evokes manager inspiration, which in turn motivates managers to enact transformational behavior. In contrast, prohibitive voice, by itself, is not associated with managers’ inspiration and transformational behavior. However, manager trait construal level serves as a critical boundary condition. Managers with a higher-level construal are more likely to be inspired by prohibitive voice because they are more likely to recognize the potential value of such voice, approach it with great interest, and link it to organizational goals. Our study extends knowledge on the consequences of voice by elucidating its impact on managers’ transformational behavior and addresses a critical gap in leadership research by spotlighting the influence that followers have on leaders.

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激励变革：员工声音类型与管理者构想水平之间的相互作用

激发组织变革的力量并不完全在于管理者--它也可以来自员工。员工的声音，即变革相关信息的向上传播，可以成为激励管理者进行变革的强大催化剂。为了研究这一过程是如何展开的，我们采用了灵感传递模型作为理论基础，以确定员工的声音何时以及为谁激发管理者表现出以变革为导向的行为。通过经验取样法（研究 1）和关键事件法（研究 2），我们发现员工的促进性声音会唤起管理者的灵感，进而激励管理者实施变革行为。相反，禁止性声音本身与管理者的灵感和变革行为无关。然而，管理者的特质构想水平是一个关键的边界条件。具有较高层次构想的管理者更有可能受到禁止性声音的启发，因为他们更有可能认识到这种声音的潜在价值，以极大的兴趣对待它，并将它与组织目标联系起来。我们的研究通过阐明声音对管理者转型行为的影响，扩展了对声音后果的认识，并通过强调追随者对领导者的影响，填补了领导力研究中的一个重要空白。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Relations Multiple-

CiteScore

12.60

自引率

7.00%

发文量

期刊介绍： Human Relations is an international peer reviewed journal, which publishes the highest quality original research to advance our understanding of social relationships at and around work through theoretical development and empirical investigation. Scope Human Relations seeks high quality research papers that extend our knowledge of social relationships at work and organizational forms, practices and processes that affect the nature, structure and conditions of work and work organizations. Human Relations welcomes manuscripts that seek to cross disciplinary boundaries in order to develop new perspectives and insights into social relationships and relationships between people and organizations. Human Relations encourages strong empirical contributions that develop and extend theory as well as more conceptual papers that integrate, critique and expand existing theory. Human Relations welcomes critical reviews and essays: - Critical reviews advance a field through new theory, new methods, a novel synthesis of extant evidence, or a combination of two or three of these elements. Reviews that identify new research questions and that make links between management and organizations and the wider social sciences are particularly welcome. Surveys or overviews of a field are unlikely to meet these criteria. - Critical essays address contemporary scholarly issues and debates within the journal''s scope. They are more controversial than conventional papers or reviews, and can be shorter. They argue a point of view, but must meet standards of academic rigour. Anyone with an idea for a critical essay is particularly encouraged to discuss it at an early stage with the Editor-in-Chief. Human Relations encourages research that relates social theory to social practice and translates knowledge about human relations into prospects for social action and policy-making that aims to improve working lives.