领导行为与员工建言：门的打开了？毕业论文外文翻译.docVIP

LEADERSHIP BEHAVIOR AND EMPLOYEE VOICE: IS THE DOOR REALLY OPEN? In today’s hypercompetitive business environment, employee comments and suggestions intended to improve organizational functioning are critical to performance because,as Senge wrote,it is “just not possible any longer to ‘figure it out’ from the top”(1990:4; see also Morrison Milliken, 2000). Edmondson(1999, 2003), for example, found that the willingness of all members to provide thoughts and ideas about critical work processes characterizes successful learning in various types of teams. Yet, despite this “learning imperative,” many individuals do not work in environments where they perceive it as safe to speak up(Milliken, Morrison, Hewlin, 2003; Ryan Oestrich, 1998). This presents an unsettling state of affairs: Voice, which we define as the discretionary provision of information intended to improve organizational functioning to someone inside an organization with the perceived authority to act,even though such information may challenge and upset the status quo of the organization and its power holders, is critical to organizational well-being yet insufficiently provided by employees, who see the risks of speaking up as outweighing the benefits. Thus,it is important to better understand who speaks up with potentially valuable information and the organizational conditions that favor or inhibit such behavior. In this study, we seek to contribute to such understanding. Three broad lines of research have addressed this line of inquiry to varying degrees. The most systematic research to date has focused on individual differences in personality and demographic characteristics as correlates of voice (Crant, 2003; LePine Van Dyne,2001). The stated or implicit reasoning in this line of work is that some individuals are simply more likely than others to “go the extra mile”in regard to speaking up. A second line of research, based on Hirschman’s (1970) seminal work defining exit, voice, and loyalty as