Speaking Up to Higher-Ups: How Supervisors and Skip-Level Leaders Influence Employee Voice
Published Online:6 Nov 2008https://doi.org/10.1287/orsc.1080.0405
References
- Organizational Learning II: Theory, Method, and Practice (1996) (Addison-Wesley, Reading, MA) Google Scholar
- Out on a limb: The role of context and impression management in selling gender-equity issues. Admin. Sci. Quart. (1998) 43:23–57Crossref, Google Scholar
- The manager: Master and servant of power. Managers in the Middle (1991) (Harvard Business School Publishing, Boston) 83–87Google Scholar
- Bass and Stogdill's Handbook of Leadership (1990) 3rd ed.(The Free Press, New York) Google Scholar
- Transformational leadership and the falling dominoes effect. Group Organ. Stud. (1987) 12(1):73–87Crossref, Google Scholar
- Bad is stronger than good. Rev. General Psych. (2001) 5:323–370Crossref, Google Scholar
- , Klein K. J., Kozlowski S. W. J. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. Multilevel Theory, Research and Methods in Organizations (2000) (Jossey-Bass, San Francisco) 349–381Google Scholar
- Gender, race, and meritocracy in organizaitonal careers. Amer. J. Sociol. (2008) 113(6):1479–1526Crossref, Google Scholar
- , Dansereau F., Yammarino F. J. The folly of knowing an elephant by its tail: Why the leadership field needs multiple levels of analysis. Leadership: The Multi-Level Approaches (1998) (JAI Press, Stamford, CT) 77–83Part BGoogle Scholar
- , Beer M., Nohria N. Effective change begins at the top. Breaking the Code of Change (2000) (Harvard Business School Press, Boston) 99–112Google Scholar
- The Research Act: A Theoretical Introduction to Sociological Methods (1978) (McGraw-Hill, New York) Google Scholar
- Leadership behavior and employee voice: Is the door really open? Acad. Management J. (2007) 50(4):869–884Crossref, Google Scholar
- Red light, green light: Making sense of the organizational context for issue selling. Organ. Sci. (2002) 13(4):355–369Link, Google Scholar
- Reading the wind: How middle managers assess the context for selling issues to top managers. Strategic Management J. (1997) 18(5):407–425Crossref, Google Scholar
- Psychological safety and learning behavior in work teams. Admin. Sci. Quart. (1999) 44:350–383Crossref, Google Scholar
- The local and variegated nature of learning in organizations: A group-level perspective. Organ. Sci. (2002) 13(2):128–146Link, Google Scholar
- Disrupted routines: Team learning and new technology implementation in hospitals. Admin. Sci. Quart. (2001) 46:685–716Crossref, Google Scholar
- Building theories from case study research. Acad. Management Rev. (1989) 14:532–550Crossref, Google Scholar
- Power-dependence relations. Amer. Sociol. Rev. (1962) 27:31–41Crossref, Google Scholar
- Structures of Social Life (1991) (The Free Press, New York) Google Scholar
- Social Cognition (1991) 2nd ed.(McGraw-Hill, New York) Crossref, Google Scholar
- Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation. Leadership Quart. (1991) 2(4):245–287Crossref, Google Scholar
- Middle management involvement in strategy and its association with strategic type. Strategic Management J. (1992) 13:153–167Crossref, Google Scholar
- , Cartwright D. P. The bases of social power. Studies in Social Power (1959) (University of Michigan, Ann Arbor, MI) 150–167Google Scholar
- Somebodies and Nobodies: Overcoming the Abuse of Rank (2003) (New Society Publishers, Gabriola Island, Canada) Google Scholar
- Studies in Ethnomethodology (1967) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
- Conceptualizing and measuring organizational and psychological climate: Pitfalls in multilevel research. Acad. Management Rev. (1985) 10(3):601–616Crossref, Google Scholar
- Frame Analysis: An Essay on the Organization of Experience (1974) (Northeastern University Press, Boston) Google Scholar
- Fannie Mae CEO defends accounting practices. Centre Daily Times (2004) October 7):B9Google Scholar
- , Denzin N. K., Lincoln Y. S. Competing paradigms in qualitative research. The Landscape of Qualitative Research (1998) (Sage, Thousand Oaks, CA) 195–220Google Scholar
- , Dunnette M. D., Hough L. M. Group influences on individuals in organizations. Handbook of Industrial and Organizational Psychology (1992) (Wiley, New York) 199–267Google Scholar
- Leading Teams (2002) (Harvard Business School Press, Boston) Google Scholar
- , Cummings L., Staw B. M. Managerial discretion: A bridge between polar views of organizational outcomes. Research in Organizational Behavior (1987) (JAI Press, Greenwich, CT) 369–406Google Scholar
- Upper echelons: The organization as a reflection of its top managers. Acad. Management Rev. (1984) 2:193–206Crossref, Google Scholar
- A strategic contingencies' theory of intraorganizational power. Admin. Sci. Quart. (1971) 23:454–465Google Scholar
- Reconceptualizing mentoring at work: A developmental network perspective. Acad. Management Rev. (2001) 26(2):264–288Crossref, Google Scholar
- Cultures Consequences: International Differences in Work-Related Values (1980) (Sage, Beverly Hills, CA) Google Scholar
- Leadership: A New Synthesis (1991) (Sage, Newbury Park, CA) Google Scholar
- , Zeidner J. Leadership in complex systems. Human Productivity Enhancement (1986) (Praeger, Inc., Westport, CT) 7–65Google Scholar
- Voicing by adapting and innovating employees: An empirical study on how personality and environment interact to affect voice behavior. Human Relations (1998) 51(7):945–967Crossref, Google Scholar
- The Social Psychology of Organizations (1978) (Wiley, New York) Google Scholar
- , Dansereau F., Yammarino F. J. Relationships of managerial effectiveness and advancement to self-reported and subordinate-reported leadership behaviors from the multiple-linkage model. Leadership: The Multiple-Level Approaches (1998) (JAI Press, Stamford, CT) 243–260Part BGoogle Scholar
- Levels issues in theory development, data collection, and analysis. Acad. Management Rev. (1994) 19(2):195–229Crossref, Google Scholar
- Top Down: Why Hierarchies Are Here to Stay and How to Manage them More Effectively (2005) (Harvard Business School Press, Boston) Google Scholar
- Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and cognitive ability. J. App. Psych. (2001) 86(2):326–336Crossref, Google Scholar
- New Patterns of Management (1961) (McGraw-Hill, New York) Google Scholar
- Naturalistic Inquiry (1985) (Sage, Newbury Park, CA) Crossref, Google Scholar
- Leadership and Information Processing (1991) (Unwin Hyman, Boston) Google Scholar
- Caught in the Middle (1992) (Prentice Hall, Englewood Cliffs, NJ) Google Scholar
- Leadership Behavior: Some Requirements for Leadership Training (1964) (Office of Career Development, U.S. Civil Service Commission, Washington, DC) Google Scholar
- Qualitative Data Analysis (1994) 2nd ed.(Sage, Beverly Hills, CA) Google Scholar
- Obedience to Authority (1974) (Harper and Row, New York) Google Scholar
- An exploratory study of employee silence: Issues that employees don't communicate upward and why. J. Management Stud. (2003) 40(6):1453–1476Crossref, Google Scholar
- Organizational silence: A barrier to change and development in a pluralistic world. Acad. Management Rev. (2000) 25(4):706–725Crossref, Google Scholar
- Organizational behavior: Linking individuals and groups to organizational contexts. Annual Rev. Psych. (1993) 44:195–229Crossref, Google Scholar
- U.S. suit alleges Philip Morris hid cigarette-fire risk. Wall Street J. (2004) A1Google Scholar
- A society of organizations. Theory Soc. (1991) 20:725–762Crossref, Google Scholar
- , Huber G. P., Van de Ven A. H. Longitudinal field research on change. Longitudinal Field Research Methods (1995) (Sage, Thousand Oaks, CA) 91–125Google Scholar
- Organizational decision-making as a political process: The case of a university budget. Admin. Sci. Quart. (1974) 19(1):135–151Crossref, Google Scholar
- Employee silence: Quiescence and acquiescence as responses to perceived injustice. Res. Personnel Human Resources Management (2001) 20:331–369Crossref, Google Scholar
- Driving Fear out of the Workplace (1998) 2nd ed.(Jossey-Bass, San Francisco) Google Scholar
- Employee voice to supervisors. Employee Responsibility Rights J. (1992) 5(3):241–259Crossref, Google Scholar
- Organizational Culture and Leadership (1992) 2nd ed.(Jossey-Bass, San Francisco) Google Scholar
- Social distance and charisma: Theoretical notes and an exploratory study. Leadership Quart. (1995) 6(1):19–47Crossref, Google Scholar
- , Denzin N. K., Lincoln Y. S. Case studies. Handbook of Qualitative Research (2000) (Sage, Thousand Oaks, CA) 435–454Google Scholar
- , Denzin N. K., Lincoln Y. S. Grounded theory methodology. Strategies of Qualitative Inquiry (1998) (Sage, Thousand Oaks, CA) 158–183Google Scholar
- The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't (2007) (Warner Business Books, New York) Google Scholar
- Organizations in Action (1967) (McGraw-Hill, New York) Google Scholar
- The cultures of work organizations. (1993) (Prentice Hall, Englewood Cliffs, NJ) Google Scholar
- General managers in the middle. Managers in the Middle (1991) (Harvard Business School Publishing, Boston) 3–13Google Scholar
- Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Acad. Management J. (1998) 41(1):108–119Crossref, Google Scholar
- Conceptualizing employee silence and employee voice as multidimensional constructs. J. Management Stud. (2003) 40:1359–1392Crossref, Google Scholar
- CEO charismatic leadership: Levels-of-management and levels-of-analysis effects. Acad. Management J. (1999) 24(2):266–285Google Scholar
- The Theory of Social and Economic Organization (1947) (Free Press, New York) Google Scholar
- Middle managers and strategy: Microdynamics of inclusion. Strategic Management J. (1990) 11:337–351Crossref, Google Scholar
- Mining the Middle Ground (2001) (St. Lucie Press, Boca Raton, FL) Google Scholar
- Predicting exit, voice, loyalty, and neglect. Admin. Sci. Quart. (1989) 34:521–539Crossref, Google Scholar
- , Bass B. M., Avolio B. J. Indirect leadership: Transformational leadership at a distance. Improving Organizational Effectiveness Through Transformational Leadership (1994) (Sage, Thousand Oaks, CA) 26–47Google Scholar
- Case Study Research: Design and Methods (1994) 2nd ed.(Sage, Thousand Oaks, CA) Google Scholar
- Leadership in Organizations (2002) 5th ed.(Prentice Hall, Upper Saddle River, NJ) Google Scholar
- Team leadership. Leadership Quart. (2001) 12:451–483Crossref, Google Scholar

