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Development of Leader Voice and Leader Silence Scales : = How and Why Leaders Choose to Remain Silent or Speak Up During Situations of Workplace Aggression.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Development of Leader Voice and Leader Silence Scales :/
Reminder of title:	How and Why Leaders Choose to Remain Silent or Speak Up During Situations of Workplace Aggression.
Author:	Dickins, Katherine L.
Description:	1 online resource (290 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-07, Section: A.
Contained By:	Dissertations Abstracts International85-07A.
Subject:	Educational leadership. -
Online resource:	click for full text (PQDT)
ISBN:	9798381417913

Development of Leader Voice and Leader Silence Scales : = How and Why Leaders Choose to Remain Silent or Speak Up During Situations of Workplace Aggression.
Dickins, Katherine L.

Development of Leader Voice and Leader Silence Scales :How and Why Leaders Choose to Remain Silent or Speak Up During Situations of Workplace Aggression. - 1 online resource (290 pages)

Source: Dissertations Abstracts International, Volume: 85-07, Section: A.

Thesis (Ph.D.)--Pepperdine University, 2024.

Includes bibliographical references

This study aimed to investigate the factors that drive leaders to speak up or remain silent when witnessing workplace aggression and to develop scales to measure leader voice and leader silence. While research on employee voice and silence exists, leader voice and silence need more theoretical development. I used an exploratory sequential mixed-method design to address these gaps. Subjects: Study one included 26 graduate management students and 35 leaders across multiple industries in the United States who witnessed workplace aggression in their unit. Study 2 included 345 people who supervised others at work. Instruments: Seven open-ended questions asking respondents to describe workplace incidents, aggressor, and their motives to speak up or remain silent with the aggressor. Study 2 consisted of 47 exemplary statements from study one on voice and silent motives, and a 19 item BAS/BIS scale. Analysis: Exploratory qualitative research followed by Exploratory and Confirmatory Factor Analysis. Findings: Consistent with the findings of Sherf et al.'s work on employees' voice and silence, the findings of study one indicated that leader voice and silence are distinct constructs with unique motives. Leaders who speak up against workplace aggression are motivated by the goal of maintaining a safe and productive work environment. The Behavioral Activation System (BAS) and the concept ofperceived impact align well with explaining their behavior. In contrast, leaders who remain silent after observing an employee's workplace aggression are motivated to avoid the aggressor due to fear and uncertainty. The Behavioral Inhibition System (BIS) and the loss of psychological safety align well with explaining their behavior. Study 2 developed Leader Voice and Leader Scale items. Leader Voice Scale yielded three factors with 19 items. Leader Silence Scaleyielded four factors with 14 items. All factors loaded strongly on their respective constructs. Limitations: subjectivity which is inherent in qualitative research, exclusive use of self-report data, and methodological limitations that make it impossible to infer causality. Future research could focus on narrowing the construct's domain with regards to specific types of aggression incidents.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798381417913Subjects--Topical Terms:

585508
Educational leadership.
Subjects--Index Terms:

Leader silenceIndex Terms--Genre/Form:

554714
Electronic books.

Development of Leader Voice and Leader Silence Scales : = How and Why Leaders Choose to Remain Silent or Speak Up During Situations of Workplace Aggression.
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