WHEN DOES VOICE LEAD TO EXIT? IT DEPENDS ON LEADERSHIP
By Elizabeth J. McClean, Ethan R. Burris, James R. Detert. 2013
231 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/a9e1db0faaf99cb6811ff5a3be784a67db64e570
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In Organizational Behavior and Human Resource Management
- Adam M. Grant
- Sean Martin
- Nathan P. Podsakoff
- David A. Harrison
- Philip M. Podsakoff
- T. Bauer
- B. Erdogan
- James R. Detert
Citations in the corpus
- Perceived Overqualification at Work: Implications for Extra-Role Behaviors and Advice Network Centrality (2018, background): “For example, McClean, Burris, and Detert (2013) noted that To be prosocial, and thus meet organizational scholars’ definition of voice, an employee’s input about needed improvements does not primarily benefit just the one individual who speaks up, but instead has the possibility of bettering the…”
- Voice Flows to and around Leaders (2013, background): “After all, for voice to yield collective improvement, the nature of the issue raised must involve a systemic problem or opportunity within a unit, and some action must be initiated to address the issue (McClean, Burris, and Detert, 2013).”
- When Voice Matters (2015, background): “There is also work on how supervisors respond to voice (Burris et al., 2013; McClean et al., 2013), but much more remains to be done.”
- Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research (2014, background): “Finally, McClean et al. (2013) examined three possible moderators of the relationship between unit-level voice behavior and unit turnover: managerial access to organizational resources, manager participation in upper-level decision making, and management team change orientation.”
- Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice (2014, background): “Managerial Views of Employee Voice Despite the benefits that improvement-oriented voice offers managers and the units that they lead (McClean et al., 2013; Morrison & Milliken, 2000), there is a potential for managers to find the feedback personally threatening and to react defensively (Argyris &…”