Skip to main content
SpringerLink
Log in

Remember to say “thanks” when rejecting others: the moderating role of leader gratitude expression in the relationship between leader voice rejection and employees’ subsequent upward voice

  • Published:
Asia Pacific Journal of Management Aims and scope Submit manuscript

Abstract

The rejection of employees’ suggestions by leaders is a common occurrence in organizations, yet the extant research is unclear regarding how and when leader voice rejection affects employees’ subsequent upward voice. Based on social information processing theory, this paper examines the mediating roles of voice self-efficacy (VSE) and leader-member exchange (LMX) as well as the moderating role of leader gratitude expression in the relationship between leader voice rejection and employees’ subsequent upward voice. We test these hypotheses by conducting a scenario-based experimental study (N = 190) and a survey study of leader − employee dyads (N = 245). We find that leader voice rejection reduces employees’ subsequent upward voice behavior by reducing their VSE and LMX, while leader gratitude expression moderates not only the direct effects of leader voice rejection on employees’ VSE and LMX but also the indirect effects of leader voice rejection on employees’ subsequent upward voice via VSE and LMX. The theoretical implications and practical implications of these findings are discussed, as are directions for future research.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2
Fig. 3
Fig. 4
Fig. 5
Fig. 6

Similar content being viewed by others

Notes

  1. A post hoc analysis was conducted using G*Power 3.1 to determine whether the sample size was appropriate. The results indicated that power = 0.83 when effect size f = 0.25 and error probability was 0.05, which was greater than the standard of 0.80, thus indicating that the sample size was appropriate.

  2. In this study, the control group was set as the neutral condition instead of the voice endorsement condition because there is no direct evidence indicating that voice rejection and voice endorsement are two poles of one continuous construct. Therefore, we should be cautious about this assumption. This approach is consistent with the extant organizational behavior literature; for example, when manipulating leader humility, Owens and Hekman (2016) and Bharanitharan et al. (2021) included both a humility condition and a neutral condition (rather than a narcissistic condition). In addition, when manipulating distrust, Lu et al. (2021) included a distrust condition and a neutral condition (rather than a trust condition).

References

  • Algoe, S. B., Gable, S. L., & Maisel, N. C. (2010). It’s the little things: Everyday gratitude as a booster shot for romantic relationships. Personal Relationships, 17(2), 217–233.

    Article  Google Scholar 

  • Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84, 191–215.

    Article  Google Scholar 

  • Bandura, A. (1997). Self-efficacy: The exercise of control. Y. H. Freeman.

  • Bandura, A. (2011). A social cognitive perspective on positive psychology. Revista de Psicología Social, 26, 7–20.

    Article  Google Scholar 

  • Belkin, L. Y., & Kong, D. T. (2018). Implications of advice rejection in repeated exchanges: Advisor responses and advisee gratitude expression as a buffer. Journal of Experimental Social Psychology, 78, 181–194.

    Article  Google Scholar 

  • Bharanitharan, D. K., Lowe, K. B., Bahmannia, S., Chen, Z. X., & Cui, L. (2021). Seeing is not believing: Leader humility, hypocrisy, and their impact on followers’ behaviors. The Leadership Quarterly, 32(2), 101440.

    Article  Google Scholar 

  • Brislin, R. W. (1970). Back-translation for cross-cultural research. Journal of Cross-Cultural Psychology, 1(3), 185–216.

    Article  Google Scholar 

  • Bucher, J., Burmeister, A., Osland, J. S., & Deller, J. (2020). The influence of empowering leadership on repatriate knowledge transfer: Understanding mechanisms and boundary conditions. International Journal of Human Resource Management, 33(7), 1437–1462.

    Article  Google Scholar 

  • Burris, E. R. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal, 55(4), 851–875.

    Article  Google Scholar 

  • Burris, E. R., Martins, L. D., & Kimmons, Y. (2022). Mixed messages: Why managers (do not) endorse employee voice. Organizational Behavior and Human Decision Processes, 172, 104185.

    Article  Google Scholar 

  • Chen, S., Zhu, Y., Guo, L., & Liu, W. (2023). The impact of leader gratitude expressions on followers’ behaviours: Increasing gratitude and increases proactivity. Journal of Leadership & Organizational Studies. https://doi.org/10.1177/15480518231151575.

    Article  Google Scholar 

  • Chiu, C. Y. C., Owens, B. P., & Tesluk, P. E. (2016). Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability. Journal of Applied Psychology, 101(12), 1705–1720.

    Article  Google Scholar 

  • Dedahanov, A. T., Rhee, C., & Gapurjanova, N. (2019). Job autonomy and employee voice: Is work-related self-efficacy a missing link? Management Decision, 57(9), 2401–2413.

    Article  Google Scholar 

  • Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869–884.

    Article  Google Scholar 

  • Dienesch, R. M., & Liden, R. C. (1986). Leader–member exchange model of leadership: A critique and further development. Academy of Management Review, 11(3), 618–634.

    Article  Google Scholar 

  • Dimotakis, N., Lambert, L. S., Fu, S., Boulamatsi, A., Smith, T. A., Runnalls, B., & Maurer, T. (2023). Gains and losses: Week-to-week changes in leader–follower relationships. Academy of Management Journal, 66(1), 248–275.

    Article  Google Scholar 

  • Duan, J., Lapointe, É., Xu, Y., & Brooks, S. (2019). Why do employees speak up? Examining the roles of LMX, perceived risk and perceived leader power in predicting voice behavior. Journal of Managerial Psychology, 34(8), 560–572.

    Article  Google Scholar 

  • Farh, J. L., Hackett, R. D., & Liang, J. (2007). Individual-level cultural values as moderators of perceived organizational support–employee outcome relationships in China: Comparing the effects of power distance and traditionality. Academy of Management Journal, 50(3), 715–729.

    Article  Google Scholar 

  • Fehr, R., Fulmer, A., Awtrey, E., & Miller, J. A. (2017). The grateful workplace: A multilevel model of gratitude in organizations. Academy of Management Review, 42(2), 361–381.

    Article  Google Scholar 

  • Garner, J. T. (2016). Open doors and iron cages: Supervisors’ responses to employee dissent. International Journal of Business Communication, 53(1), 27–54.

    Article  Google Scholar 

  • Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247.

    Article  Google Scholar 

  • Grant, A. M., & Gino, F. (2010). A little thanks goes a long way: Explaining why gratitude expressions motivate prosocial behavior. Journal of Personality and Social Psychology, 98(6), 946–955.

    Article  Google Scholar 

  • Hofstede, G. (1980). Motivation, leadership, and organization: Do american theories apply abroad? Organizational Dynamics, 9(1), 42–63.

    Article  Google Scholar 

  • Huang, M., Ju, D., Yam, K. C., Liu, S., Qin, X., & Tian, G. (2022). Employee humor can shield them from abusive supervision. Journal of Business Ethics. https://doi.org/10.1007/s10551-022-05208-9.

    Article  Google Scholar 

  • Isaakyan, S., Sherf, E. N., Tangirala, S., & Guenter, H. (2021). Keeping it between us: Managerial endorsement of public versus private voice. Journal of Applied Psychology, 106(7), 1049–1066.

    Article  Google Scholar 

  • Janssen, O., & Gao, L. (2015). Supervisory responsiveness and employee self-perceived status and voice behavior. Journal of Management, 41(7), 1854–1872.

    Article  Google Scholar 

  • Jia, J., Zhao, R., Cai, Y., & Lv, H. (2022). I can and I am willing: A dual mediation model of a strengths-based psychological climate and voice behavior. Current Psychology. https://doi.org/10.1007/s12144-022-03432-0.

    Article  Google Scholar 

  • Jiang, Z., Le, H., & Gollan, P. J. (2018). Cultural intelligence and voice behavior among migrant workers: The mediating role of leader–member exchange. The International Journal of Human Resource Management, 29(5), 1082–1112.

    Article  Google Scholar 

  • Jiang, W., Wang, L., & Ma, X. (2023). Why and when family-supportive supervisor behaviours influence newcomer organizational socialisation. Human Resource Management Journal. https://doi.org/10.1111/1748-8583.12491.

    Article  Google Scholar 

  • Johnson, H., Wu, W., Zhang, Y., & Lyu, Y. (2023). Ideas endorsed, credit claimed: Managerial credit claiming weakens the benefits of voice endorsement on future voice behavior through respect and work group identification. Human Relations. https://doi.org/10.1177/00187267231156791.

    Article  Google Scholar 

  • Kang, F., Li, J., Zhang, H., & Zhang, Y. (2022). Leader humor and newcomer adjustment: The mediating role of role breadth self-efficacy. Leadership & Organization Development Journal, 43(8), 1201–1216.

    Article  Google Scholar 

  • Kim, Y. J., Lam, C. F., Oh, J., & Sohn, W. (2023). Employee constructive voice: An integrative review and a dyadic approach. Journal of Management, 49(1), 430–473.

    Article  Google Scholar 

  • King, D. D., Ryan, A. M., & Van Dyne, L. (2019). Voice resilience: Fostering future voice after non-endorsement of suggestions. Journal of Occupational and Organizational Psychology, 92(3), 535–565.

    Article  Google Scholar 

  • Kong, F., Huang, Y., Liu, P., & Zhao, X. (2017). Why voice behavior? An integrative model of the need for affiliation, the quality of leader–member exchange, and group cohesion in predicting voice behavior. Group & Organization Management, 42(6), 792–818.

    Article  Google Scholar 

  • Kumar, A., & Epley, N. (2018). Undervaluing gratitude: Expressers misunderstand the consequences of showing appreciation. Psychological Science, 29(9), 1423–1435.

    Article  Google Scholar 

  • Kwon, B., & Farndale, E. (2020). Employee voice viewed through a cross-cultural lens. Human Resource Management Review, 30(1), 100653.

    Article  Google Scholar 

  • Lam, C. F., Lee, C., & Sui, Y. (2019). Say it as it is: Consequences of voice directness, voice politeness, and voicer credibility on voice endorsement. Journal of Applied Psychology, 104(5), 642–658.

    Article  Google Scholar 

  • Lam, C. F., Johnson, H. H., Song, L. J., Wu, W., Lee, C., & Chen, Z. (2022). More depleted, speak up more? A daily examination of the benefit and cost of depletion for voice behavior and voice endorsement. Journal of Organizational Behavior, 43(6), 983–1000.

    Article  Google Scholar 

  • Lee, H. W., Bradburn, J., Johnson, R. E., Lin, S. H. J., & Chang, C. H. D. (2019). The benefits of receiving gratitude for helpers: A daily investigation of proactive and reactive helping at work. Journal of Applied Psychology, 104(2), 197–213.

    Article  Google Scholar 

  • Li, A. N., & Tangirala, S. (2021). How voice emerges and develops in newly formed supervisor–employee dyads. Academy of Management Journal, 64(2), 614–642.

    Article  Google Scholar 

  • Li, J., Barnes, C. M., Yam, K. C., Guarana, C. L., & Wang, L. (2019). Do not like it when you need it the most: Examining the effect of manager ego depletion on managerial voice endorsement. Journal of Organizational Behavior, 40(8), 869–882.

    Article  Google Scholar 

  • Li, C. J., Li, F., Chen, T., & Crant, J. M. (2022). Proactive personality and promotability: Mediating roles of promotive and prohibitive voice and moderating roles of organizational politics and leader-member exchange. Journal of Business Research, 145, 253–267.

    Article  Google Scholar 

  • Lian, H., Ferris, D. L., & Brown, D. J. (2012). Does power distance exacerbate or mitigate the effects of abusive supervision? It depends on the outcome. Journal of Applied Psychology, 97(1), 107–123.

    Article  Google Scholar 

  • Liao, Z., Liu, W., Li, X., & Song, Z. (2019). Give and take: An episodic perspective on leader-member exchange. Journal of Applied Psychology, 104(1), 34–51.

    Article  Google Scholar 

  • Liden, R. C., & Graen, G. (1980). Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 23(3), 451–465.

    Article  Google Scholar 

  • Lin, W., Wang, L., & Chen, S. (2013). Abusive supervision and employee well-being: The moderating effect of power distance orientation. Applied Psychology, 62(2), 308–329.

    Article  Google Scholar 

  • Little, T. D., Cunningham, W. A., Shahar, G., & Widaman, K. F. (2002). To parcel or not to parcel: Exploring the question, weighing the merits. Structural Equation Modeling, 9(2), 151–173.

    Article  Google Scholar 

  • Liu, P. (2022). More efforts after feeling rejected: The effects of poor voice quality on employee’s motivation to make high-quality voice. Baltic Journal of Management, 17(4), 533–545.

    Article  Google Scholar 

  • Liu, W., Tangirala, S., & Ramanujam, R. (2013). The relational antecedents of voice targeted at different leaders. Journal of Applied Psychology, 98(5), 841–851.

    Article  Google Scholar 

  • Liu, W., Song, Z., Li, X., & Liao, Z. (2017). Why and when leaders’ affective states influence employee upward voice. Academy of Management Journal, 60(1), 238–263.

    Article  Google Scholar 

  • Liu, S., Liu, L., Wang, X., H., & Wang, Y. (2022). Humble leader behavior and its effects on performance at the team and individual level: A multi-perspective study. Group & Organization Management, 47(5), 1008–1041.

    Article  Google Scholar 

  • Liu, W., Zhu, Y., Chen, S., Zhang, Y., & Qin, F. (2022b). Moral decline in the workplace: Unethical pro-organizational behavior, psychological entitlement, and leader gratitude expression. Ethics & Behavior, 32(2), 110–123.

    Article  Google Scholar 

  • Locklear, L. R., Sheridan, S., & Kong, D. T. (2023). Appreciating social science research on gratitude: An integrative review for organizational scholarship on gratitude in the workplace. Journal of Organizational Behavior, 44(2), 225–260.

    Article  Google Scholar 

  • Lu, A. C. C., & Gursoy, D. (2023). Cultural value orientation and hospitality employee voice behavior: The moderating role of leader–member exchange (LMX). Journal of Hospitality & Tourism Research. https://doi.org/10.1177/10963480221148175.

    Article  Google Scholar 

  • Lu, H., Yang, Y., Wang, Y., Zhang, X., & Tan, L. (2021). Does distrust motivate or discourage employees? The double-edged sword effect of feeling ability-distrusted by supervisors. Acta Psychologica Sinica, 53(12), 1376–1392.

    Article  Google Scholar 

  • Martin, S. R., & Harrison, S. H. (2022). Upward mobility, the cleft habitus, and speaking up: How class transitions relate to individual and organizational antecedents of voice. Academy of Management Journal, 65(3), 813–841.

    Article  Google Scholar 

  • McClean, E. J., Kim, S., & Martinez, T. (2022). Which ideas for change are endorsed? How agentic and communal voice affects endorsement differently for men and for women. Academy of Management Journal, 65(2), 634–655.

    Article  Google Scholar 

  • McKearney, A., Prouska, R., Tungtakanpoung, M., & Opute, J. (2023). The influence of national culture on employee voice in small and medium enterprises: A cross-cultural perspective. Employee Relations: The International Journal, 45(2), 478–494.

    Article  Google Scholar 

  • Meade, A. W., & Craig, S. B. (2012). Identifying careless responses in survey data. Psychological Methods, 17(3), 437–455.

    Article  Google Scholar 

  • Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5(1), 373–412.

    Article  Google Scholar 

  • Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 173–197.

    Article  Google Scholar 

  • Morrison, E. W. (2023). Employee voice and silence: Taking stock a decade later. Annual Review of Organizational Psychology and Organizational Behavior, 10, 79–107.

    Article  Google Scholar 

  • Nahrgang, J. D., Morgeson, F. P., & Ilies, R. (2009). The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time. Organizational Behavior and Human Decision Processes, 108(2), 256–266.

    Article  Google Scholar 

  • Ng, T. W., Shao, Y., Koopmann, J., Wang, M., Hsu, D. Y., & Yim, F. H. (2022). The effects of idea rejection on creative self-efficacy and idea generation: Intention to remain and perceived innovation importance as moderators. Journal of Organizational Behavior, 43(1), 146–163.

    Article  Google Scholar 

  • Owens, B. P., & Hekman, D. R. (2016). How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management Journal, 59(3), 1088–1111.

    Article  Google Scholar 

  • Owens, B. P., Yam, K. C., Bednar, J. S., Mao, J., & Hart, D. W. (2019). The impact of leader moral humility on follower moral self-efficacy and behavior. Journal of Applied Psychology, 104(1), 146–193.

    Article  Google Scholar 

  • Peng, J. C., & Chen, S. W. (2022). In search of a cross-level mechanism linking paternalistic leadership to employee voice behavior. Management Decision, 60(8), 2238–2255.

    Article  Google Scholar 

  • Popelnukha, A., Almeida, S., Obaid, A., Sarwar, N., Atamba, C., Tariq, H., & Weng, Q. D. (2022). Keep your mouth shut until I feel good: Testing the moderated mediation model of leader’s threat to competence, self-defense tactics, and voice rejection. Personnel Review, 51(1), 394–431.

    Article  Google Scholar 

  • Ritzenhöfer, L., Brosi, P., Spörrle, M., & Welpe, I. M. (2017). Leader pride and gratitude differentially impact follower trust. Journal of Managerial Psychology, 32(6), 445–459.

    Article  Google Scholar 

  • Ritzenhöfer, L., Brosi, P., Spörrle, M., & Welpe, I. M. (2019). Satisfied with the job, but not with the boss: Leaders’ expressions of gratitude and pride differentially signal leader selfishness, resulting in differing levels of followers’ satisfaction. Journal of Business Ethics, 158(4), 1185–1202.

    Article  Google Scholar 

  • Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23(2), 224–253.

    Article  Google Scholar 

  • Satterstrom, P., Kerrissey, M., & DiBenigno, J. (2021). The voice cultivation process: How team members can help upward voice live on to implementation. Administrative Science Quarterly, 66(2), 380–425.

    Article  Google Scholar 

  • Sherf, E. N., Parke, M. R., & Isaakyan, S. (2021). Distinguishing voice and silence at work: Unique relationships with perceived impact, psychological safety, and burnout. Academy of Management Journal, 64(1), 114–148.

    Article  Google Scholar 

  • Smart Richman, L., & Leary, M. R. (2009). Reactions to discrimination, stigmatization, ostracism, and other forms of interpersonal rejection: A multimotive model. Psychological Review, 116(2), 365–383.

    Article  Google Scholar 

  • Song, J., Gu, J., Wu, J., & Xu, S. (2019). Differential promotive voice–prohibitive voice relationships with employee performance: Power distance orientation as a moderator. Asia Pacific Journal of Management, 36(4), 1053–1077.

    Article  Google Scholar 

  • Taiyi Yan, T., Tangirala, S., Vadera, A. K., & Ekkirala, S. (2022). How employees learn to speak up from their leaders: Gender congruity effects in the development of voice self-efficacy. Journal of Applied Psychology, 107(4), 650–667.

    Article  Google Scholar 

  • Tan, L., Wang, Y., & Lu, H. (2021). Leader humor and employee upward voice: The role of employee relationship quality and traditionality. Journal of Leadership & Organizational Studies, 28(2), 221–236.

    Article  Google Scholar 

  • Tangirala, S., Kamdar, D., Venkataramani, V., & Parke, M. R. (2013). Doing right versus getting ahead: The effects of duty and achievement orientations on employees’ voice. Journal of Applied Psychology, 98(6), 1040–1050.

    Article  Google Scholar 

  • Twenge, J. M., Baumeister, R. F., Tice, D. M., & Stucke, T. S. (2001). If you can’t join them, beat them: Effects of social exclusion on aggressive behavior. Journal of Personality and Social Psychology, 81(6), 1058–1069.

    Article  Google Scholar 

  • Van Kleef, G. A. (2009). How emotions regulate social life: The emotions as social in-formation (EASI) model. Current Directions in Psychological Science, 18(3), 184–188.

    Article  Google Scholar 

  • Van Kleef, G. A., De Dreu, C. K. W., & Manstead, A. S. R. (2010). An interpersonal approach to emotion in social decision making: The emotions as social information model. Advances in Experimental Social Psychology, 42, 45–96.

    Article  Google Scholar 

  • Wang, D., Gan, C., & Wu, C. (2016). LMX and employee voice: A moderated mediation model of psychological empowerment and role clarity. Personnel Review, 45(3), 605–615.

    Article  Google Scholar 

  • Wei, X., Zhang, Z. X., & Chen, X. P. (2015). I will speak up if my voice is socially desirable: A moderated mediating process of promotive versus prohibitive voice. Journal of Applied Psychology, 100(5), 1641–1652.

    Article  Google Scholar 

  • Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. In B. M. Staw, & L. L. Cummings (Eds.), Research in organizational behavior: An annual series of analytical essays and critical reviews (18 vol., pp. 1–74). Elsevier Science/JAI Press.

  • Weiss, M., & Zacher, H. (2022). Why and when does voice lead to increased job engagement? The role of perceived voice appreciation and emotional stability. Journal of Vocational Behavior, 132, 103662.

    Article  Google Scholar 

  • Wu, C. H., Parker, S. K., & de Jong, J. P. J. (2014). Need for cognition as an antecedent of individual innovation behavior. Journal of Management, 40(6), 1511–1534.

    Article  Google Scholar 

  • Wu, S., Kee, D. M. H., Li, D., & Ni, D. (2021). Thanks for your recognition, boss! A study of how and when voice endorsement promotes job performance and voice. Frontiers in Psychology, 12, 706501.

    Article  Google Scholar 

  • Wu, S., Kee, D. M. H., Wu, W., Ni, D., & Deng, H. (2022). Challenging your boss with safe words: Newcomers’ voice, supervisors’ responses, and socialization outcomes. Journal of Vocational Behavior, 138, 103772.

    Article  Google Scholar 

  • Xu, A. J., Loi, R., & Chow, C. W. (2023). Does taking charge help or harm employees’ promotability and visibility? An investigation from supervisors’ status perspective. Journal of Applied Psychology, 108(1), 53–71.

    Article  Google Scholar 

  • Yam, K. C., Christian, M. S., Wei, W., Liao, Z., & Nai, J. (2018). The mixed blessing of leader sense of humor: Examining costs and benefits. Academy of Management Journal, 61(1), 348–369.

    Article  Google Scholar 

  • Yang, F., Huang, X., & Wu, L. (2019). Experiencing meaningfulness climate in teams: How spiritual leadership enhances team effectiveness when facing uncertain tasks. Human Resource Management, 58(2), 155–168.

    Article  Google Scholar 

  • Yao, L., Chen, X. P., & Wei, H. (2022). How do authoritarian and benevolent leadership affect employee work–family conflict? An emotional regulation perspective. Asia Pacific Journal of Management. https://doi.org/10.1007/s10490-022-09824-x.

    Article  Google Scholar 

  • Yuan, Z., Ye, Z., & Zhong, M. (2021). Plug back into work, safely: Job reattachment, leader safety commitment, and job engagement in the COVID-19 pandemic. Journal of Applied Psychology, 106(1), 62–70.

    Article  Google Scholar 

  • Zhang, Q., Wang, X. H., Nerstad, C. G., Ren, H., & Gao, R. (2022). Motivational climates, work passion, and behavioral consequences. Journal of Organizational Behavior, 43(9), 1579–1597.

    Article  Google Scholar 

  • Zhu, Y., Long, L., & Liu, W. (2023). Can leader gratitude expression improve employee followership behavior? The role of emotional expression authenticity. Acta Psychologica Sinica, 55(7), 1160–1175.

    Article  Google Scholar 

Download references

Acknowledgements

This work was supported by the National Natural Science Foundation of China [72132001, 72071086, 72172157].

Author information

Authors and Affiliations

  1. School of Management, Huazhong University of Science and Technology, Luoyu Road 1037, Hongshan District, Wuhan, Hubei, China

    Yanghao Zhu, Lirong Long & Haijiang Wang

  2. School of Business Administration, Southwestern University of Finance and Economics, Chengdu, Sichuan, China

    Yannan Zhang

Authors
  1. Yanghao Zhu
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Lirong Long
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Yannan Zhang
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. Haijiang Wang
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Lirong Long.

Additional information

Publisher’s Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Appendices

Appendix: Experimental Scenarios in Study 1

You are an employee of a financial services company, where your job is to sell financial services products and provide financial advice to clients. Manager Zhang is your direct leader, who has been the sales manager in your company for many years. You have weekly team meetings to discuss issues related to work. Recently, in the team meeting, you made a suggestion to Manager Zhang, as follows:

“I’ve received feedback from customers that they are less satisfied recently. The customer dissatisfaction comes from the fact that we aren’t working well as a team. For example, Susan didn’t receive help from other team members this week when she felt stressed out and overwhelmed. Because of situations like this, team members aren’t considering each other’s feelings and this affects how we treat customers. Therefore, I suggest that we put more effort toward considering each other’s feelings and provide more support to colleagues. This will allow us to facilitate friendlier interactions and better meet the needs of customers.”

Condition 1: High leader voice rejection and high leader gratitude expression

After your suggestion, Manager Zhang rejected your suggestion: “No! This suggestion won’t work. Everyone just needs to do their own work and connect with their own customers”. After that, Manager Zhang said that: “Also, thank you very much for your thoughts and suggestions on team management”

Condition 2: High leader voice rejection and low leader gratitude expression

After your suggestion, Manager Zhang rejected your suggestion: “No! This suggestion won’t work. Everyone just needs to do their own work and connect with their own customers”. After that, Manager Zhang emphasized again: “We must timely solve customer dissatisfaction, to meet customer needs”

Condition 3: Low leader voice rejection and high leader gratitude expression

After your suggestion, Manager Zhang changed the subject: “Let’s discuss your suggestion after the meeting. Just table it and get back to business”. After that, Manager Zhang said that: “Also, thank you very much for your thoughts and suggestions on team management”

Condition 4: Low leader voice rejection and low leader gratitude expression

After your suggestion, Manager Zhang changed the subject: “Let’s discuss your suggestion after the meeting. Just table it and get back to business”. After that, Manager Zhang emphasized again: “We must timely solve customer dissatisfaction, to meet customer needs”

Rights and permissions

Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Zhu, Y., Long, L., Zhang, Y. et al. Remember to say “thanks” when rejecting others: the moderating role of leader gratitude expression in the relationship between leader voice rejection and employees’ subsequent upward voice. Asia Pac J Manag (2023). https://doi.org/10.1007/s10490-023-09928-y

Download citation

  • Accepted:

  • Published:

  • DOI: https://doi.org/10.1007/s10490-023-09928-y

Keywords

Search

Navigation