Ethan R. Burris

TL;DR: This article investigated the relationship between two types of change-oriented leadership (transformational leadership and managerial openness) and subordinate improvement-oriented voice in a two-phase study and found that openness is more consistently related to voice, given controls for numerous individual differences in subordinates' personality, satisfaction, and job demography.

TL;DR: This paper examined whether managerial responses to employees speaking up depend on the type of voice exhibited and whether employees speak up in challenging or supportive ways in one field or another. And they concluded that managers' responses depend on whether employees are challenged or supportive.

TL;DR: Findings from 499 managers in the restaurant industry show that psychological detachment is significantly related to voice and mediates relationships between perceptions of leadership and voice, whereas psychological attachment is neither a direct predictor of voice nor a mediator of leadership-voice relationships.

TL;DR: Results indicated that managerial oversight and abusive supervision significantly influenced counterproductivity in the following periods, whereas ethical leadership did not.

TL;DR: In this paper, the authors tested the hypothesis that managers with low managerial self-efficacy seek to minimize voice as a way of compensating for a threatened ego, and the results of two studies support this idea.