Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice
Abstract
Soliciting and incorporating employee voice is essential to organizational performance, yet some managers display a strong aversion to improvement-oriented input from subordinates. To help to explain this maladaptive tendency, we tested the hypothesis that managers with low managerial self-efficacy (that is, low perceived ability to meet the elevated competence expectations associated with managerial roles) seek to minimize voice as a way of compensating for a threatened ego. The results of two studies support this idea. In a field study (Study 1), managers with low managerial self-efficacy were less likely than others to solicit input, leading to lower levels of employee voice. A follow-up experimental study (Study 2) showed that: (a) manipulating low managerial self-efficacy led to voice aversion (that is, decreased voice solicitation, negative evaluations of an employee who spoke up, and reduced implementation of voice); and (b) the observed voice aversion associated with low managerial self-efficacy was driven by ego defensiveness. We discuss the theoretical and practical implications of these findings, as well as highlight directions for future research on voice, management, and leadership.
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Prohibitive voice is more likely to be interpreted as personal criticism or blame, often provoking defensiveness or discomfort in recipients, particularly when it challenges the status quo or implicates leaders' decisions.
“Because of its critical and risk-oriented nature, prohibitive voice is more likely to be interpreted as personal criticism or blame, often provoking defensiveness or discomfort in recipients—particularly when it challenges the status quo or implicates leaders’ decisions9–12.”
From Leader prohibitive voice shapes employee voice through psychological safety moderated by self-efficacy and generational differences (2025) · cites this paper as [10]
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- Authors
- Fast, N. J., Burris, E. R., & Bartel, C. A.
- Affiliations
- University of Southern California (US)
- The University of Texas at Austin (US)
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2014-08
- Volume
- 57
- Issue
- 4
- Pages
- 1013-1034
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2103492954
- Cited by
- 440
- References
- 104
- Citations by year
- 2026: 32 · 2025: 44 · 2024: 53 · 2023: 41 · 2022: 58 · 2021: 43 · 2020: 53 · 2019: 36 · 2018: 29 · 2017: 18 · 2016: 16 · 2015: 12 · 2014: 5
- FWCI
- 22.57
- 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 › Strategy and Management › Leadership and Management in Organizations
- Keywords
- employee voice, manager-employee relations, leadership, organizational performance, competence expectations
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