| Author: | Jia, Rongwen |
| Title: | Could you transfer my voice to the leader? : Antecedents and consequences of transit voice |
| Advisors: | Liu, Wu (MM) Huang, Xu (MM) |
| Degree: | Ph.D. |
| Year: | 2017 |
| Subject: | Management -- Employee participation. Communication in organizations. Hong Kong Polytechnic University -- Dissertations |
| Department: | Department of Management and Marketing |
| Pages: | 144 pages : color illustrations |
| Language: | English |
| Abstract: | In voice research, voice has generally been viewed as an individual action; that is, one employee generates ideas and conveys them to the leader by him/herself. However, a recent study (Detert, Burris, Harrison, & Martin, 2013) suggests that employees regularly cooperate with one another in the voice process. To date, this phenomenon has received limited research attention. To fill this research gap, we introduce a cooperative voice tactic, transit voice, which is defined as a voice tactic by which employees ("informants") speak out to their peers ("transferors") and ask them to transfer their messages to leaders. Drawing on extant theories on social status/power (e.g., Halevy, Chou & Galinsky, 2011; Keltner, Gruenfeld & Anderson, 2003), we investigate antecedents and consequences of transit voice in two field survey studies. In Study 1, results indicate that employee's status was negatively related to the adoption of transit voice, and this relationship was strengthened when teams had low participative leaders and when teams had low competitive goals. The results of Study 2 showed 1) an interaction effect between informant's status and transferor's status on informant's transit voice toward transferor, in that low status members were more likely to ask high status peers to engage in transit voice; 2) informant's transit voice toward transferor was positively related to leader's endorsement on that voiced issue; 3) informant's transit voice toward transferor that was aggregated at the team level was positively related to team performance when teams had high leader-member exchange differentiation and low competitive goals. |
| Rights: | All rights reserved |
| Access: | open access |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| b29616670.pdf | For All Users | 698.71 kB | Adobe PDF | View/Open |
Copyright Undertaking
As a bona fide Library user, I declare that:
- I will abide by the rules and legal ordinances governing copyright regarding the use of the Database.
- I will use the Database for the purpose of my research or private study only and not for circulation or further reproduction or any other purpose.
- I agree to indemnify and hold the University harmless from and against any loss, damage, cost, liability or expenses arising from copyright infringement or unauthorized usage.
By downloading any item(s) listed above, you acknowledge that you have read and understood the copyright undertaking as stated above, and agree to be bound by all of its terms.
Please use this identifier to cite or link to this item:
https://theses.lib.polyu.edu.hk/handle/200/8922