Inspired to be transformational: The interplay between employee voice type and manager construal level

Abstract

The power to ignite change in organizations does not rest solely with managers—it can also stem from employees. Employee voice, the upward communication of change-related information, can be a powerful catalyst for inspiring managers to be transformational. To examine how this process unfolds, we utilize the transmission model of inspiration as a theoretical foundation for identifying when and for whom employee voice inspires managers to exhibit change-oriented behavior. Using experience sampling (Study 1) and critical incident (Study 2) methods, we find that employee promotive voice evokes manager inspiration, which in turn motivates managers to enact transformational behavior. In contrast, prohibitive voice, by itself, is not associated with managers’ inspiration and transformational behavior. However, manager trait construal level serves as a critical boundary condition. Managers with a higher-level construal are more likely to be inspired by prohibitive voice because they are more likely to recognize the potential value of such voice, approach it with great interest, and link it to organizational goals. Our study extends knowledge on the consequences of voice by elucidating its impact on managers’ transformational behavior and addresses a critical gap in leadership research by spotlighting the influence that followers have on leaders.