 Social networks and employee voice: The influence of team members’ and team leaders’ social network positions on employee voiceVijaya Venkataramani, Le Zhou, Mo Wang, Hui Liao and Junqi Shi Organizational Behavior and Human Decision Processes, 2016, vol. 132, issue C, 37-48 Abstract: We examine the role of employees’ and team leaders’ social network positions, an important, yet understudied class of variables, in affecting employees’ voice behaviors. Using multi-level, multi-source data from 185 employees nested within 43 teams and their team leaders, we find that employees who hold central positions in the formal, workflow network in the team are more likely to speak up with ideas and suggestions. This relationship is weakened when they are central to the team’s avoidance network. In addition to employees’ own network positions, team leaders’ positions in such informal networks also play a role in qualifying the employee workflow centrality–voice relationship. Specifically, the positive relationship between employees’ workflow centrality and their voice is strengthened when their team leaders occupy central positions in the friendship network, but is weakened when they are central to the avoidance network in the team. Implications for theory and practice are discussed. Keywords: Voice; Social networks; Leadership (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:132:y:2016:i:c:p:37-48 DOI: 10.1016/j.obhdp.2015.12.001 Access Statistics for this article Organizational Behavior and Human Decision Processes is currently edited by John M. Schaubroeck More articles in Organizational Behavior and Human Decision Processes from Elsevier |
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