AUGUST 2019
VOL. 29 2022
stakeholder group and yet uniquely developed to cross-intersect the role of business in society, and meaningful work.
manipulations are used to test our research model. In study 1, based on a sample of 580 participants with managerial experience, we find that subordinates’ prohibitive voice, relative to promotive voice, elicits greater status threat, and decreases managers’ voice endorsement. In study 2, with a sample of 207 participants, we replicated Study 1’s results, and also found that managers with higher domination orientation experience more status threat when their subordinates exhibit prohibitive, rather than promotive, voice.
Introducing the 2022 Principled Leadership Research Fellows
PHOTO BY MARTIN R. SMITH
Chad Brinsfield, Ph.D. Associate Professor Management
What hinders manager voice endorsement: The role of voice type,
manager dominance tendency, and manager perceived status threat.
In recent years scholars have made important distinctions between employee voice that is promotive, and employee voice that is prohibitive. However, a critical and unanswered question is whether managers would treat employees’ expressions of these distinct types of voice differently, and how managers’ personal characteristics may affect their response? Drawing from a dominance perspective and threat-rigidity theory, this paper investigates the respective and joint effects of voice type and manager’s dominance tendency on voice endorsement. Two vignette studies with experimental
Challenges and potential for community value creation through Ameeta Jaiswal-Dale, Ph.D. Associate Professor of Finance
sustainable food entrepreneurship.
This project began as a venture to initiate a UST international student, Xavier Boulard, now an alum - MBA 2014 - to US business practices. Xavier Boulard sought input from his advisor, Ameeta Jaiswal-Dale to start a business, importing craft hard cider from his native Normandy for retail sale in Minnesota.
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