Speaking Up to Higher-Ups: How Supervisors and Skip-Level Leaders Influence Employee Voice
By James R. Detert, Linda Klebe Treviño. Organ. Sci., 2010
482 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/ebebe33406aab0d9e77b8e35a8ec2168387d06ab
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- Constructive Deviance in Organizations (2013, background): “For example, Detert and Trevino (2010) conducted 89 interviews in a high-tech multinational corporation with employees at multiple levels in two manufacturing and two research and development units that differed significantly on “speak up”–related items on a companywide employee survey.”
- Group Ethical Voice (2017, background): “…it is often the manager in an organization—particularly, those at the top—who sets the overall tone in the organization with respect to the standard of ethical conduct and people’s perceptions about whether speaking up to challenge the status quo is likely to be accepted (Detert & Treviño, 2010).”
- Why and When Leaders’ Affective States Influence Employee Upward Voice (2017, background): “Detert & Treviño, 2010).”
- How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy (2021, background): “Just as organizational members can deliver their messages in a meaningful way to the organization through their leader, the leader’s behavior and personality can influence the members’ voices [38,61].”
- Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (2011, background): “In addition, several ethical leadership researchers (e.g., Detert and Treviño, 2010, Detert et al., 2007, Mayer et al., 2009 and Walumbwa and Schaubroeck, 2009) have argued that ethical leadership exerts its effects in large measure through modeling, which is seen as an educational tool.”
- Leading to Stimulate Employees' Ideas: A Quantitative Review of Leader–Member Exchange, Employee Voice, Creativity, and Innovative Behavior (2017, background): “While it is commonly not specified in the voice literature regarding to whom employees speak up (see Detert & Trevi~no, 2010, for an exception), the premise is that employees at the bottom of the organisational hierarchy would most likely bring their ideas to their supervisors with whom they have mo”
- Speaking Up at Work: The Role of Perceived Organizational Support in Explaining the Relationship Between Perceptions of Organizational Politics and Voice Behavior (2020, background): “In one, Detert and Treviño (2010) conducted a qualitative study that examined the relationship between organizational leadership and voice.”
- Voice Climate, Supervisor Undermining, and Work Outcomes (2015, background): “…& Burris, 2007; Van Dyne et al., 2008; Walumbwa & Schaubroeck, 2009) and provides empirical support to the theoretical argument that supervisors influence the social context that either encourages or discourages speaking up in the work group (Detert & Treviño, 2010; Morrison & Milliken, 2000).”
- We can do it! Inclusive leader language promotes voice behavior in multi-professional teams (2018, background): “Because hierarchies often impede voice behavior from those with lower status, scholars have emphasized the importance of team leaders and superiors in encouraging subordinates to speak up (e.g., Detert & Trevino, 2010).”