Speaking Up and Speaking Out: The Leadership Dynamics of Voice in Organizations
An integrative review chapter that brings together the voice and psychological safety literatures, examining the leadership conditions under which people speak up — and stay silent. The chapter maps the full antecedent structure of voice: individual factors (status, confidence, self-efficacy), relational factors (leader openness, trust, relationship quality), and contextual factors (climate, norms, prior consequences). It explicitly situates PS as a condition that enables voice by reducing the perceived risk of interpersonal harm, and examines the asymmetry between the conditions that promote speaking up versus the conditions that allow speaking out (challenging power or the status quo). One of the most widely cited treatments of the PS/voice interface outside the empirical literature, and a key bridge between Edmondson's team-level work and the broader voice tradition of Detert, Burris, and Ashford herself.
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Neighbours (12)
- Psychological Safety and Learning Behavior in Work Teams
- Calculus of Voice
- Language and Symbolic Power
- Helping and Voice Extra-Role Behaviors: Evidence of Construct and Predictive Validity
- Leadership Behavior and Employee Voice: Is the Door Really Open?
- Organizational Silence: A Barrier to Change and Development in a Pluralistic World
- Implicit Voice Theories: Taken-for-Granted Rules of Self-Censorship at Work
- Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination
- Voices Unheard: Employee Voice in the New Century
- Barriers to PS
- Building PS Upwards
- Types of Silence