ASK AND YOU SHALL HEAR (BUT NOT ALWAYS): EXAMINING THE RELATIONSHIP BETWEEN MANAGER CONSULTATION AND EMPLOYEE VOICE

By Subrahmaniam Tangirala, R. Ramanujam. 2012

297 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4d481372cd76b976fd14f3033f2898cbf4baf2c6

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Employee voice and engagement: connections and consequences (2013, background): “The claim has also been made that engaged employees see their work as more meaningful and fulfilling, and appear to experience increased job satisfaction (Truss et al. 2006; Balain and Sparrow 2009).”
Perceived Overqualification at Work: Implications for Extra-Role Behaviors and Advice Network Centrality (2018, background): “Studies have shown that leadership style and behaviors (Tangirala & Ramanujam, 2012), psychological safety (Liu, Tangirala, et al., 2015), and trust in the organization (Ng & Feldman, 2013) are among its predictors.”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, background): “The impact of leadership behaviors on employee voice is widely examined across various studies (Morrison et al., 2011; Tangirala and Ramanujam, 2008, 2012; Venkataramani and Tangirala, 2010).”
Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate (2017, background): “To encourage employees to speak up, leaders may need to directly invite them to do so by showing more specific, participative/open leadership behaviors (Tangirala and Ramanujam, 2012).”
Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, background): “…(e.g., LePine & Van Dyne, 2001), and leader characteristics, such as openness to change (e.g., Detert & Burris, 2007; Liu, Zhu, & Yang, 2010) and leadership styles (e.g., Fast, Burris, & Bartel, 2014; Tangirala & Ramanujam, 2012; Walumbwa & Schaubroeck, 2009), as important predictors of voice.”
Social networks and employee voice: The influence of team members' and team leaders' social network positions on employee voice (2016, methodology): “Although some prior research has examined LMX (Van Dyne et al., 2008) and specific leader behaviors such as consultation (Tangirala & Ramanujam, 2012) on their employees’ voice, the study of the effect of leaders’ social network in the team is still uncharted.”
Mere listening effect on creativity and the mediating role of psychological safety. (2018, background): “For example, employees’ reports of being listened to by their supervisors are highly correlated, r > .50, with their psychological safety (Fenniman, 2010; Tangirala & Ramanujam, 2012).”
Core Self-Evaluations and Employee Voice Behavior (2017, background): “As a constructive challenge to the status quo, voice behavior involves risk taking (LePine & Van Dyne, 1998; Takeuchi et al, 2012; Tangirala & Ramanujam, 2012) because it entails pointing out areas for improvement to those who may have devised, be responsible for, or feel personally attached to the…”
Supervisory Responsiveness and Employee Self-Perceived Status and Voice Behavior (2015, background): “In the work domain, self-efficacy beliefs refer to an individual employee’s personal judgment of his or her capabilities to effectively perform tasks and adequately complete job responsibilities (e.g., Gist & Mitchell, 1992; Tangirala & Ramanujam, 2012; Tierney & farmer, 2002).”