Between a rock and hard placeCombined effects of authentic leadership, organizational identification, and team prototypicality on managerial prohibitive voice

  1. Lucas Monzani 1
  2. Michael Knoll 2
  3. Steffen Giessner 3
  4. Rolf van Dick 4
  5. José María Peiró 5
  1. 1 University Canada West
    info

    University Canada West

    Vancouver, Canadá

    ROR https://ror.org/028d12s45

  2. 2 Chemnitz University of Technology
    info

    Chemnitz University of Technology

    Chemnitz, Alemania

    ROR https://ror.org/00a208s56

  3. 3 Erasmus University Rotterdam
    info

    Erasmus University Rotterdam

    Róterdam, Holanda

    ROR https://ror.org/057w15z03

  4. 4 Goethe University Frankfurt
    info

    Goethe University Frankfurt

    Francfort, Alemania

    ROR https://ror.org/04cvxnb49

  5. 5 Universitat de València
    info

    Universitat de València

    Valencia, España

    ROR https://ror.org/043nxc105

Revista:
The Spanish Journal of Psychology

ISSN: 1138-7416

Año de publicación: 2019

Número: 22

Páginas: 1-20

Tipo: Artículo

DOI: 10.1017/SJP.2019.1 DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: The Spanish Journal of Psychology

Resumen

Managers are installed by the organization’s stakeholders and shareholders to increase the organization’s value; at the same time, they depend on their subordinates’ acceptance to fulfill this leadership role. If the interest of the organization collides with the interest of their team, some managers act in the interest of their followers accepting potential disadvantages for their organizations and/or external stakeholders. In two experimental studies comprised mainly of German (N = 111) and US (N = 323) managers, we examined combined effects of authentic leadership, organizational identification, and self-perceived team prototypicality on managerial integrity operationalized as expressing work-related concerns to prevent organizations from harm (i.e., managerial voice). Our results show direct effects of authentic leadership and organizational identification on voice behavior across both studies. Furthermore, organizational identification increased voice for managers’ low in authentic leadership pointing at a compensation effect. Finally, leader team prototypicality decreased the effect of identification on voice for managers high in authentic leadership but increased voice for managers low in authentic leadership, but only if these managers identified with their organization. In sum, our findings complement prior research that focused mainly on safety and instrumentality concerns by emphasizing the relevance of self-related antecedents of managerial voice.

Referencias bibliográficas

  • Aiken L., & West S. G. (1991). Multiple regression: Testing and interpreting interactions. Thousand Oaks, CA: Sage.
  • Algera P. M., & Lips-Wiersma M. (2012). Radical authentic leadership: Co-creating the conditions under which all members of the organization can be authentic. The Leadership Quarterly, 23, 118–131. https://doi. org/10.1016/j.leaqua.2011.11.010
  • Aquino K., & Reed II, A. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83, 1423–1440. https://doi.org/10.1037/0022-3514. 83.6.1423
  • Ashford S. J., Sutcliffe K. M., & Christianson M. K. (2009). Speaking up and speaking out: The leadership dynamics of voice in organizations. Voice and silence in organizations. In J. Greenberg & M. S. Edwards (Eds.), Voice and silence in organizations (1st Ed., pp. 175–202). Bingley, UK: Emerald Group Publishing Limited.
  • Ashforth B. E., & Mael F. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20–39. https://doi.org/10.5465/AMR.1989.4278999
  • Audi R., & Murphy P. E. (2006). The many faces of integrity. Business Ethics Quarterly, 16, 3–21. https://doi.org/10.5840/ beq20061615
  • Bazerman M. H., & Gino F. (2012). Behavioral ethics: Toward a deeper understanding of moral judgment and dishonesty. Annual Review of Law and Social Science, 8, 85–104. https:// doi.org/10.1146/annurev-lawsocsci-102811-173815
  • Blasi A. (1980). Bridging moral cognition and moral action: A critical review of the literature. Psychological Bulletin, 88, 1–45. https://doi.org/10.1037/0033-2909.88.1.1
  • Bloom A. (1991). The Republic of Plato (2nd Ed.). NewYork, NY: Basic Books.
  • Brodbeck F. C., Frese M., & Javidan M. (2002). Leadership made in Germany: Low on compassion, high on performance. Academy of Management Perspectives, 16, 16–29. https://doi.org/10.5465/AME.2002.6640111
  • Burris E. R. (2012). The risks and rewards of speaking up: Responses to voice in organizations. Academy of Management Journal, 55, 851–875. https://doi. org/10.5465/amj.2010.0562
  • Caplan R. D., & Jones K. W. (1975). Effects of work load, role ambiguity, and Type A personality on anxiety, depression, and heart rate. Journal of Applied Psychology, 60, 713–719. https://doi.org/10.1037/0021-9010.60.6.713
  • Chamberlin M., Newton D. W., & Lepine J. A. (2017). A meta-analysis of voice and its promotive and prohibitive forms: Identification of key associations, distinctions, and future research directions. Personnel Psychology, 70, 11–71. https://doi.org/10.1111/peps.12185
  • Champoux J. E., & Peters W. S. (1987). Form, effect size and power in moderated regression analysis. Journal of Occupational Psychology, 60, 243–255. https://doi. org/10.1111/j.2044-8325.1987.tb00257.x
  • Chan A. Y. L., Hannah S. T., & Gardner W. L. (2005). Veritable authentic leadership: Emergence, functioning, and impacts. In W. L. Gardner, B. J. Avolio, & F. O. Walumbwa, (Eds.), Authentic leadership theory and practice: Origins, effects and development (pp. 3–41). Oxford, UK: Elsevier Science.
  • Claxton G., Owen D., & Sadler-Smith E. (2013). Hubris in leadership: A peril of unbridled intuition? Leadership, 11, 57–78. https://doi.org/10.1177/1742715013511482
  • Crane M. F., & Platow M. J. (2010). Deviance as adherence to injunctive group norms: The overlooked role of social identification in deviance. British Journal of Social Psychology, 49, 827–847.
  • Crossan M. M., Byrne A., Seijts G. H., Reno M., Monzani L., & Gandz J. (2017). Toward a framework of leader character in organizations. Journal of Management Studies, 54, 986–1018. https://doi. org/10.1111/joms.12254
  • Cumming G. (2014). The new statistics: Why and how. Psychological Science, 25, 7–29. https://doi. org/10.1177/0956797613504966
  • Gagné M. & Deci E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26, 331–362. https://doi.org/10.1002/job.322
  • DeRue D. S., & Ashford S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35, 627–647. https://doi.org/10.5465/ amr.35.4.zok627
  • Detert J. R., & Burris E. R. (2007). Leadership Behavior and Employee Voice: Is the Door Really Open? Academy of Management Journal, 50, 869–884. https://doi.org/10.5465/ AMJ.2007.26279183
  • Detert J. R., & Edmondson A. C. (2011). Implicit voice theories: Taken-for-granted rules of self-censorship at work. Academy of Management Journal, 54, 461–488. https://doi.org/10.5465/AMJ.2011.61967925
  • Diddams M., & Chang G. C. (2012). Only human: Exploring the nature of weakness in authentic leadership. The Leadership Quarterly, 23, 593–603. https://doi.org/10.1016/j.leaqua.2011.12.010
  • Eriksen M. (2009). Authentic leadership: Practical reflexivity, self-awareness, and self-authorship. Journal of Management Education, 33, 747–771. https://doi. org/10.1177/1052562909339307
  • Fast N. J., Burris E. R., & Bartel C. A. (2014). Managing to stay in the dark: Managerial self-efficacy, ego-defensiveness, and the aversion to employee voice. Academy of Management Journal, 57, 1013–1034. https://doi. org/10.5465/amj.2012.0393
  • Gardner W. L., Avolio B. J., Luthans F., May D. R., & Walumbwa F. (2005). “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16, 343–372. https://doi.org/10.1016/j.leaqua.2005.03.003
  • Gardner W. L., Cogliser C. C., Davis K. M., & Dickens M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22, 1120–1145. https://doi.org/10.1016/j.leaqua.2011.09.007
  • Giessner S. R., & van Knippenberg D. (2008). “License to fail”: Goal definition, leader group prototypicality, and perceptions of leadership effectiveness after leader failure. Organizational Behavior and Human Decision Processes, 105, 14–35. https://doi.org/10.1016/j.obhdp.2007.04.002
  • Giessner S. R., van Knippenberg D., van Ginkel W., & Sleebos E. (2013). Team-oriented leadership: the interactive effects of leader group prototypicality, accountability, and team identification. Journal of Applied Psychology, 98, 658–667. https://doi.org/10.1037/a0032445
  • Graham J. W. (1986). Principled organizational dissent: A theoretical essay. Research in Organizational Behavior, 8, 1–52.
  • Hagedoorn M., van Yperen N. W., van De Vliert E., & Buunk B. P. (1999). Employees ’ reactions to problematic events: A circumplex structure of five categories of responses, and the role of job satisfaction. Journal of Organizational Behavior, 20, 309–321. https://doi. org/10.1002/(SICI)1099-1379(199905)20:3<309::AIDJOB895>3.0.CO;2-P
  • Haslam S. A., Reicher S. D., & Platow M. J. (2011). The new psychology of leadership: Identity, influence, and power. London & New York: Psychology Press.
  • Hernández M., Eberly M. B., Avolio B. J., & Johnson M. D. (2011). The loci and mechanisms of leadership: Exploring a more comprehensive view of leadership theory. The Leadership Quarterly, 22, 1165–1185. https://doi. org/10.1016/j.leaqua.2011.09.009
  • Hofstede G. (1980). Motivation, Leadership, and Organization: Do American Theories Apply Abroad. Organizational Dynamics, 9(1), 42–63. https://doi. org/10.1016/0090-2616(80)90013-3
  • Hollander E. P., & Julian J. W. (1969). Contemporary trends in the analysis of leadership processes. Psychological Bulletin, 71, 387–397. https://doi.org/10.1037/h0027347
  • House R. J., Hanges P., Ruiz-Quintanilla S. A., Dorfman P. W., Javidan M., Dickson M., & Gupta V. (1999). Cultural influences on leadership and organizations: Project GLOBE. In W. H. Mobbley, Advances in Global Leadership (Vol. 1, pp. 171–233). Boston, MA: Emerald Group Publishing Limited.
  • Hsiung H.-H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. Journal of Business Ethics, 107(3), 349–361. https://doi. org/10.1007/s10551-011-1043-2
  • Ibarra H. (2015). The authenticity paradox. Harvard Business Review, 93, 53–59.
  • Janis I. (1982). Victims of groupthink: A psychological study of foreign policy decisions and fiascos. Boston; MA: Houghton Mifflin.
  • Joosten A., van Dijke M.,van Hiel A., & De Cremer D. (2014). Being “in control” may make you lose control: The role of self-regulation in unethical leadership behavior. Journal of Business Ethics, 121, 1–14. https://doi. org/10.1007/s10551-013-1686-2
  • Kennedy J. A., & Anderson C. (2017). Hierarchical rank and principled dissent: How holding higher rank suppresses objection to unethical practices. Organizational Behavior and Human Decision Processes, 139, 30–49. https://doi. org/10.1016/j.obhdp.2017.01.002
  • Kernis M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14, 1–26. https://doi. org/10.1207/S15327965PLI1401_01
  • Knoll M., Lord R. G., Petersen L.-E., & Weigelt O. (2016). Examining the moral grey zone: The role of moral disengagement, authenticity, and situational strength in predicting unethical managerial behaviour. Journal of Applied Social Psychology, 46, 65–78.
  • Knoll M., Meyer B., Kroemer N. B., & Schröder-Abé M. (2015). It takes two to be yourself. An integrated model of authenticity, its measurement, and its relationship to work-related variables. Journal of Individual Differences, 36, 38–53. https://doi.org/10.1027/1614-0001/a000153
  • Knoll M., & van Dick R. (2013). Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification. The Journal of Positive Psychology, 8, 346–360. https://doi.org/10.1080/17439760. 2013.804113
  • Kreiner G. E., & Ashforth B. E. (2004). Evidence toward an expanded model of organizational identification. Journal of Organizational Behavior, 25, 1–27. https://doi.org/10.1002/ job.234
  • Kwon B. & Farndale E. (in press). Employee voice viewed through a cross-cultural lens. Human Resource Management Review. https://doi.org/10.1016/j.hrmr.2018.06.002
  • Lee E.-S., Park T. Y., & Koo B. (2015). Identifying organizational identification as a basis for attitudes and behaviors: A meta-analytic review. Psychological Bulletin, 141, 1049–1080. https://doi.org/10.1037/bul0000012
  • Leroy H., Palanski M. E., & Simons T. (2012). Authentic leadership and behavioral integrity as drivers of follower commitment and performance. Journal of Business Ethics, 107, 255–264. https://doi.org/10.1007/s10551-011-1036-1
  • Liang J., Farh C. I. C., & Farh J.-L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55, 71–92. https://doi.org/10.5465/amj.2010.0176
  • Lord R. G., & Hall R. J. (2005). Identity, deep structure and the development of leadership skills. The Leadership Quarterly, 16, 591–615. https://doi.org/10.1016/j.leaqua. 2005.06.003
  • May D. R., Chan A. Y. L., Hodges T. D., & Avolio B. J. (2003). Developing the moral component of authentic leadership. Organizational Dynamics, 32, 247–260. https://doi.org/10.1016/S0090-2616(03)00032-9
  • Mintzberg H. (1993). Structure in fives: Designing effective organizations (p. 312). Englewood Cliffs, NJ: Prentice-Hall, Inc.
  • Monzani L., Braun S., & van Dick R. (2016). It takes two to tango: The interactive effect of authentic leadership and organizational identification on employee silence intentions. German Journal of Human Resource Management, 30, 246–266. https://doi.org/10.1177/2397002216649896
  • Monzani L., Ripoll P., & Peiró J. M. (2014). Followers ’ agreeableness and extraversion and their loyalty towards authentic leadership. Psicothema, 26, 69–75. https://doi. org/10.7334/psicothema2013.67
  • Moore C., & Gino F. (2013). Ethically adrift: How others pull our moral compass from true North, and how we can fix it. Research in Organizational Behavior, 33, 53–77. https://doi. org/10.1016/j.riob.2013.08.001
  • Morrison E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5, 373–412. https://doi.org/10.5465/19416520.2011. 574506
  • Morrison E. W., & Milliken F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25, 706–725. https:// doi.org/10.5465/amr.2000.3707697
  • Moschandreas M. (1997). The role of opportunism in transaction cost economics. Journal of Economic Issues, 31, 39–58. https://doi.org/10.1080/00213624.1997.11505890
  • Murtha B. R., Challagalla G., & Kohli A. K. (2011). The threat from within: Account managers’ concern about opportunism by their own team members. Management Science, 57, iv 1719. https://doi.org/10.1287/mnsc.1100.1298
  • Osborne J. W., & Overbay A. (2004). The power of outliers (and why researchers should always check for them). Practical Assessment, Research & Evaluation, 9. Retrieved from https://pareonline.net/getvn.asp?v=9&n=6
  • Packer D. J. (2008). Identifying systematic disobedience in Milgram’s Obedience experiments: A meta-analytic review. Perspectives on Psychological Science, 3, 301–304. https://doi.org/10.1111/j.1745-6924.2008.00080.x
  • Palanski M. E., & Yammarino F. J. (2009). Integrity and leadership: A multi-level conceptual framework. The Leadership Quarterly, 20, 405–420. https://doi. org/10.1016/j.leaqua.2009.03.008
  • Reicher S., Haslam S. A., & Hopkins N. (2005). Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality. The Leadership Quarterly, 16, 547–568. https://doi.org/10.1016/j.leaqua.2005.06.007
  • Rodríguez I., Bravo M. J., Peiró J. M., & Schaufeli W. (2001). The Demands-Control-Support Model, locus of control and job dissatisfaction: A longitudinal study. Work & Stress, 15, 97–114. https://doi. org/10.1080/02678370110066968
  • Ryan R. M., & Deci E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25, 54–67. https:// doi.org/10.1006/ceps.1999.1020
  • Ryan R. M., & Deci E. L. (2002). An overview of selfdetermination theory. In E. L. Deci & R. M. Ryan (Eds.), Handbook of self-determination research (pp. 3–33). Rochester, NY: University of Rochester Press.
  • Schyns B., Maslyn J. M., & Weibler J. (2010). Understanding the relationship between span of control and subordinate consensus in leader–member exchange. European Journal of Work and Organizational Psychology, 19, 388–406. https:// doi.org/10.1080/13594320903146485
  • Shamir B. (1991). Meaning, self, and motivation in organizations. Organization Studies, 12, 405–424. https://doi.org/10.1177/017084069101200304
  • Shamir B., & Eilam G. (2005). “What’s your story?” A life-stories approach to authentic leadership development. The Leadership Quarterly, 16, 395–417. https://doi. org/10.1016/j.leaqua.2005.03.005
  • Stryker S. (1980). Symbolic interactionism: A social structural version. Menlo Park, CA: Benjamin/Cummings Publishing Company.
  • Sturm R. E., & Monzani L. (2017). Leadership and power. In J. Antonakis & D. V. Day (Eds.), The nature of leadership. New York, NY: Sage Publications.
  • Tangirala S., & Ramanujam R. (2008). Employee silence on critical work issues: The cross-level effects of procedural justice climate. Personnel Psychology, 61, 37–68. https://doi. org/10.1111/j.1744-6570.2008.00105.x
  • Treviño L. K., Weaver G. R., & Reynolds S. J. (2006). Behavioral ethics in organizations: A review. Journal of Management, 32(6), 951–990. https://doi. org/10.1177/0149206306294258
  • Ullrich J., Christ O., & van Dick R. (2009). Substitutes for procedural fairness: Prototypical leaders are endorsed whether they are fair or not. Journal of Applied Psychology, 94, 235–44. https://doi.org/10.1037/a0012936
  • Van Dick R., Grojean M. W., Christ O., & Wieseke J. (2006). Identity and the extra mile: Relationships between organizational identification and organizational citizenship behaviour. British Journal of Management, 17, 283–301. https://doi.org/10.1111/ j.1467-8551.2006.00520.x
  • Van Dick R., & Kerschreiter R. (2016). The social identity approach to effective leadership: An overview and some ideas on cross-cultural generalizability. Frontiers in Business Research in China, 10, 363–384.
  • Van Dick R., & Schuh S. C. (2010). My boss’ group is my group: Experimental evidence for the leaderfollower identity transfer. Leadership & Organization Development Journal, 31, 551–563. https://doi. org/10.1108/01437731011070032
  • Van Dick R., Lemoine J. E., Steffens N. K., Kerschreiter R., Akfirat S. A., Avanzi L., … Haslam S. A. (2018). Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries. Journal of Occupational and Organizational Psychology, 91, 697-728. https://doi.org/10.1111/joop.12223
  • Van Dyne L., Ang S., & Botero I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40, 1359–1392. https://doi.org/10.1111/1467-6486.00384
  • Van Dyne L., Cummings L. L., & Parks J. M. (1995). Extra-role behaviors-In pursuit of construct and definitional clarity (a bridge over muddied waters). Research in Organizational Behavior, 17, 215–285.
  • Van Knippenberg D. (2003). Intergroup relations in organizations. In M. A. West, D. Tjosvold, & K. G. Smith (Eds.), International handbook of organizational teamwork and cooperative working (pp. 381–400). Chichester, UK: Wiley.
  • Van Knippenberg D. (2011). Embodying who we are: Leader group prototypicality and leadership effectiveness. The Leadership Quarterly, 22, 1078–1091. https://doi.org/10.1016/j.leaqua.2011.09.004
  • Van Knippenberg D., & Hogg M. (2003). A social identity model of leadership effectiveness in organizations. In R. M. Kramer & B. M. Staw (Eds.), Research in organizational behavior (pp. 245–297). Amsterdam, The Netherlands: Elsevier.
  • Van Vugt M., Hogan R., & Kaiser R. B. (2008). Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63, 182–196. https://doi. org/10.1037/0003-066X.63.3.182
  • Walumbwa F. O., Avolio B. J., Gardner W. L., Wernsing T. S., & Peterson S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34, 89–126. https://doi. org/10.1177/0149206307308913