Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice

@article{Fast2014ManagingTS,
  title={Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice},
  author={Nathanael J. Fast and Ethan R. Burris and Caroline A. Bartel},
  journal={Academy of Management Journal},
  year={2014},
  volume={57},
  pages={1013-1034}
}
Soliciting and incorporating employee voice is essential to organizational performance, yet some managers display a strong aversion to improvement-oriented input from subordinates. To help to explain this maladaptive tendency, we tested the hypothesis that managers with low managerial self-efficacy (that is, low perceived ability to meet the elevated competence expectations associated with managerial roles) seek to minimize voice as a way of compensating for a threatened ego. The results of two… 

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