@misc{UrbachFay2021,
  author    = {Urbach, Tina and Fay, Doris},
  title     = {Leader member exchange in leaders' support for voice},
  series = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  volume    = {70},
  journal   = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  number    = {2},
  issn      = {1866-8364},
  doi       = {10.25932/publishup-51090},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-510904},
  pages     = {37},
  year      = {2021},
  abstract  = {While previous research underscores the role of leaders in stimulating employee voice behaviour, comparatively little is known about what affects leaders' support for such constructive but potentially threatening employee behaviours. We introduce leader member exchange quality (LMX) as a central predictor of leaders' support for employees' ideas for constructive change. Apart from a general benefit of high LMX for leaders' idea support, we propose that high LMX is particularly critical to leaders' idea support if the idea voiced by an employee constitutes a power threat to the leader. We investigate leaders' attribution of prosocial and egoistic employee intentions as mediators of these effects. Hypotheses were tested in a quasi-experimental vignette study (N = 160), in which leaders evaluated a simulated employee idea, and a field study (N = 133), in which leaders evaluated an idea that had been voiced to them at work. Results show an indirect effect of LMX on leaders' idea support via attributed prosocial intentions but not via attributed egoistic intentions, and a buffering effect of high LMX on the negative effect of power threat on leaders' idea support. Results differed across studies with regard to the main effect of LMX on idea support.},
  language  = {en}
}
@misc{UrbachFay2018,
  author    = {Urbach, Tina and Fay, Doris},
  title     = {When proactivity produces a power struggle},
  series = {Postprints der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  journal   = {Postprints der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  number    = {447},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-412968},
  pages     = {17},
  year      = {2018},
  abstract  = {Previous research informs us about facilitators of employees' promotive voice. Yet little is known about what determines whether a specific idea for constructive change brought up by an employee will be approved or rejected by a supervisor. Drawing on interactionist theories of motivation and personality, we propose that a supervisor will be least likely to support an idea when it threatens the supervisor's power motive, and when it is perceived to serve the employee's own striving for power. The prosocial versus egoistic intentions attributed to the idea presenter are proposed to mediate the latter effect. We conducted three scenario-based studies in which supervisors evaluated fictitious ideas voiced by employees that - if implemented - would have power-related consequences for them as a supervisor. Results show that the higher a supervisors' explicit power motive was, the less likely they were to support a power-threatening idea (Study 1, N = 60). Moreover, idea support was less likely when this idea was proposed by an employee that was described as high (rather than low) on power motivation (Study 2, N = 79); attributed prosocial intentions mediated this effect. Study 3 (N = 260) replicates these results.},
  language  = {en}
}