Updated on 2024/02/28


Faculty of Commerce, School of Commerce
Job title
Research Associate

Internal Special Research Projects

  • An Empirical Investigation of Managerial Endorsement of Employee's Voice Tactics


     View Summary

    High performers’ voice offers numerous advantages to organizations and previous research has demonstrated that supervisors tend to endorse it. However, following social dominance theory, such a voice may be perceived as a threat to the established hierarchy, leading to diminished voice endorsement. Drawing on associative evaluation theory, I argue that the degree to which supervisors endorse a high performer’s voice is fundamentally determined by the supervisor’s organizational-focused associations that the voice elicits. I contend that there is a three-way interaction effect, involving high performers, coalition voice, and the supervisor’s power motivation, on managerial voice endorsement. More specifically, a high performer’s coalition voice is less likely to receive managerial endorsement via organizational-focused associations compared to a non-coalition voice, especially from supervisors with high power motivation. Results from a scenario-based experimental study sampling of 226 supervisors conducted in the United States, supported my hypotheses. I discuss the implications of my findings both theoretically and practically and offer directions for future research.