The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice

Burris, Ethan R.

doi:10.5465/amj.2010.0562

Cited by 800Job Satisfaction and Organizational BehaviorLabor Movements and UnionsManagement and Organizational Studies

The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice

Burris, Ethan R.·2012·Academy of Management Journal

DOI 10.5465/amj.2010.0562

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Abstract

This article examines whether managerial responses to employees speaking up depend on the type of voice exhibited—that is, whether employees speak up in challenging or supportive ways. In one field study and two experimental studies, I found that managers view employees who engage in more challenging forms of voice as worse performers and endorse their ideas less than those who engage in supportive forms of voice. Further, perceptions of loyalty and threat mediated these relationships, but in different ways. I discuss implications for research on voice, proactivity, and social persuasion.

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Prohibitive voice can lead to negative consequences for the speaker, including managerial retaliation, strained workplace relationships, or exclusion from important decision-making processes.
“prohibitive voice can lead to negative consequences for the speaker, including managerial retaliation, strained workplace relationships, or exclusion from important decision-making processes13–16.”
From Leader prohibitive voice shapes employee voice through psychological safety moderated by self-efficacy and generational differences (2025) · cites this paper as [13]
Prohibitive voice entails greater psychological risk and ambiguity than promotive voice.
“This limited attention is particularly problematic given that prohibitive voice entails greater psychological risk and ambiguity5,7,13.”
From Leader prohibitive voice shapes employee voice through psychological safety moderated by self-efficacy and generational differences (2025) · cites this paper as [13]

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Self-citation

Authors: Burris, E. R.
Affiliations: The University of Texas at Austin (US)
Corresponding author: Burris, Ethan R.
ORCID: Burris, Ethan R.
Venue: Academy of Management Journal
Publisher: Academy of Management
Published: 2012-08
Volume: 55
Issue: 4
Pages: 851-875
ISSN: 0001-4273 (ISSN-L)
1948-0989
DOI: 10.5465/amj.2010.0562
OpenAlex: W2039335540
Cited by: 800
References: 84
Citations by year: 2026: 74 · 2025: 72 · 2024: 77 · 2023: 85 · 2022: 88 · 2021: 81 · 2020: 55 · 2019: 64 · 2018: 51 · 2017: 37 · 2016: 42 · 2015: 26 · 2014: 26 · 2013: 17 · 2012: 5
FWCI: 48.14
Type: journal article
Language: en
Open access: closed
Locations: Academy of Management Journal (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Public Administration › Labor Movements and Unions
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
Keywords: employee voice, managerial responses, organizational loyalty, threat perception, proactive behavior, social persuasion

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The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice

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