Publication Type

Journal Article

Version

submittedVersion

Publication Date

3-2024

Abstract

Research on managerial voice endorsement has primarily focused on the processes and conditions through which voicers receive their managers’ endorsement. We shift this focus away from the voicers, focusing instead on the dual reactions that endorsement generates for observing employees. Drawing from an approach-avoidance framework, we propose that managerial endorsement of coworker voice could be perceived as a positive and negative stimulus for observers, prompting them to approach opportunities and avoid threats, respectively. Results from a pre-registered experiment and a multi-wave, multi-source field study revealed that managerial endorsement of coworker voice was positively related to observers’ voice instrumentality, thus prompting them to engage in approach behaviors (i.e., voice). We also found that managerial endorsement of coworker voice was positively related to observers’ voice threat, triggering avoidant behaviors (i.e., avoidance-oriented counterproductive work behaviors) as a result. Further, we found that the avoidant reactions more pronounced for observers with higher (vs. lower) neuroticism. Overall, our research extends theory by demonstrating the rippling effects that voice endorsement can ignite throughout the workgroup.

Keywords

Voice, Voice endorsement, Third-party reactions, Voice instrumentality, Voice threat, Approach-avoidance framework

Discipline

Organizational Behavior and Theory | Organization Development

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Applied Psychology

ISSN

0021-9010

Identifier

10.1037/apl0001180

Publisher

American Psychological Association

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1037/apl0001180

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