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Between a Rock and Hard Place: Combined Effects of Authentic Leadership, Organizational Identification, and Team Prototypicality on Managerial Prohibitive Voice

Published online by Cambridge University Press:  01 March 2019

Lucas Monzani ,
Michael Knoll ,
Steffen Giessner ,
Rolf van Dick Open the ORCID record for Rolf van Dick [Opens in a new window]  and
José María Peiró
Lucas Monzani*
Affiliation:
Western University (Canada)
Michael Knoll
Affiliation:
Technische Universität Chemnitz (Germany)
Steffen Giessner
Affiliation:
Erasmus Universiteit Rotterdam (The Netherlands)
Rolf van Dick
Affiliation:
Goethe-Universität Frankfurt (Germany)
José María Peiró
Affiliation:
Universidad de Valencia (Spain)
*
*Correspondence concerning this article should be addressed to Lucas Monzani. Western University. Ivey Business School. 1255 Western road, N6G 0N1 London, Ontario (Canada). E-mail: [email protected]
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Abstract

Managers are installed by the organization’s stakeholders and shareholders to increase the organization’s value; at the same time, they depend on their subordinates’ acceptance to fulfill this leadership role. If the interest of the organization collides with the interest of their team, some managers act in the interest of their followers accepting potential disadvantages for their organizations and/or external stakeholders. In two experimental studies comprised mainly of German (N = 111) and US (N = 323) managers, we examined combined effects of authentic leadership, organizational identification, and self-perceived team prototypicality on managerial integrity operationalized as expressing work-related concerns to prevent organizations from harm (i.e., managerial voice). Our results show direct effects of authentic leadership and organizational identification on voice behavior across both studies. Furthermore, organizational identification increased voice for managers’ low in authentic leadership pointing at a compensation effect. Finally, leader team prototypicality decreased the effect of identification on voice for managers high in authentic leadership but increased voice for managers low in authentic leadership, but only if these managers identified with their organization. In sum, our findings complement prior research that focused mainly on safety and instrumentality concerns by emphasizing the relevance of self-related antecedents of managerial voice.

Keywords

authentic leadershipmanagerial voiceorganizational identificationteam prototypicality
Type
Research Article
Information
The Spanish Journal of Psychology , Volume 22 , 2019 , E2
Copyright
Copyright © Universidad Complutense de Madrid and Colegio Oficial de Psicólogos de Madrid 2019 

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Footnotes

This study was jointly conducted by the research of Instituto de Investigación en Psicología de los RRHH, del Desarrollo Organizacional y de la Calidad de Vida Laboral (IDOCAL) of the Universidad de Valencia (Spain) and the Center for Leadership and Behavior in Organizations (CLBO) at Goethe-Universität Frankfurt. An early version of this work was presented at the 74th Academy of Management annual meeting. This study was funded by following research grants: ECD/3628/2011 available at BOE–A–2012–680; CICYT, PSI2012–36557 & PROMETEO 2012/048.

How to cite this article:

Monzani, L., Knoll, M., Giessner, S., van Dick, R., & Peiró, J. M. (2018). Between a rock and hard place: Combined effects of authentic leadership, organizational identification, and team prototypicality on managerial prohibitive voice. The Spanish Journal of Psychology, 21. e2. Doi:10.1017/SJP.2019.1

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