Leadership Behavior and Employee Voice: Is the Door Really Open?

By James R. Detert, Ethan R. Burris. 2007

2,104 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c2ec8b14b47870e22768fc446dd240b1a520a2f6

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The differential effects of transformational leadership facets on employee safety (2014, background): “Leader inspirational motivation has been associated with employees’ willingness to voice opinions and be open about their thoughts (Detert and Burris, 2007).”
Who speaks up at work? Dispositional influences on employees' voice behavior (2008, background): “demonstrated that one of the most influential factors of employees’ voice behavior is leadership openness, whereas Fuller et al. (2006) also identified that voice behavior, as assessed by employees’ supervisors, is positively related to employees’ felt responsibility for constructive change.”
Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, methodology): “Finally, as transformational leadership style may influence employees’ emotional experience (Bono, Foldes, Vinson, & Muros, 2007) and voice (Detert & Burris, 2007), we asked each employee to report the extent of their leader’s transformational leadership using the scale from MLQ 53 (Avolio, Bass, &…”
Challenging the Norm of Self-Interest: Minority Influence and Transitions to Helping Norms in Work Units (2012, background): “Indeed, research on voice and issue selling has consistently demonstrated that employees are more likely to speak up and challenge the status quo when the benefits of doing so exceed the costs (Ashford, Rothbard, Piderit, & Dutton, 1998; Detert & Burris, 2007; Morrison & Milliken, 2000).”
Supervisory Responsiveness and Employee Self-Perceived Status and Voice Behavior (2015, methodology): “Control variables. following previous research (e.g., Detert & Burris, 2007), we included four demographic variables as control variables: sex (0 = female, 1 = male), age (in years), organizational tenure (in years), and education (1 = middle school, 2 = high school/secondary school, 3 =…”
Voice, creativity, and big five personality traits: A meta-analysis (2018, background): “Although voice and creativity are critical to organizational effectiveness (Detert & Burris, 2007), not all employees are interested in engaging in such behaviors.”
Idiosyncratic Deals and Voice Behavior (2015, background): “Third, social ties provide a more supportive environment for the use of voice at work; social ties increase the psychological safety of the workplace, which in turn is related to the exercise of voice (Detert & Burris, 2007).”
Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity (2011, methodology): “Existing research has treated leadership as an antecedent of employees’ proactive behaviors (e.g., Detert & Burris, 2007; Griffin, Parker, & Mason, 2010; Parker et al., 2006), overlooking the possibility that leadership interacts with employees’ proactive behaviors to influence performance outcomes.”
Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, background): “We know that management openness can encourage employees, particularly high-performing employees, to speak up rather than keep silent about organizational problems (Detert & Burris, 2007).”
Paternalistic leadership and employee voice in China: A dual process model (2015, background): “…in determining whether employees feel that it is worthwhile or safe to voice concerns, make suggestions, and endeavor to improve operations (e.g. Detert & Burris, 2007; Edmondson, 2003; Saunders, Sheppard, Knight, & Roth, 1992; Zhou The Leadership Quarterly 26 (2015) 25–36 ☆ This research…”
Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process (2011, positive): “Though leaders play important roles in the voice process, empirical studies on this topic are still sparse (e.g., Detert and Burris 2007; Walumbwa and Schaubroeck 2009).”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “Voice behaviors are important for organizations’ performance and contribute to continuous improvement and learning (Detert and Burris 2007; Morrison 2011; Nemeth and Staw 1989).”