Skip to main content
SpringerLink
Log in

Mit dem Gesicht zum Volke

Warum in Organisationen kritische Themen nicht angesprochen werden und wie Führungskräfte das Schweigen überwinden können

Handbuch Mitarbeiterführung: Wirtschaftspsychologisches Praxiswissen für Fach- und Führungskräfte

Part of the book series: Springer NachschlageWissen ((SRP))

  • 574 Accesses

Zusammenfassung

Ob kritische Themen in Organisationen angesprochen oder verschwiegen werden, beeinflusst das individuelle und kollektive Lernen, die Qualität von Gruppenentscheidungen, das Erkennen von Fehlentwicklungen und das Wohlbefinden der Organisationsmitglieder. Für Führungskräfte stellt die offene Rückmeldung von Seiten der Geführten zudem einen wichtigen Beitrag für die Entwicklung der eigenen Identität als Führungskraft und die Einschätzung der Legitimität der eigenen Führungsposition dar. Im Kapitel beleuchte ich vier Motive für Mitarbeiterschweigen (Furcht, Resignation, prosoziale und opportunistische Motive), stelle in Form eines Mehrebenen-Modells Einflüsse vor, die zur Ausprägung dieser Motive beitragen und zeige Möglichkeiten auf, wie Führungskräfte Mitarbeiterschweigen überwinden können.

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

Access this chapter

Log in via an institution

Institutional subscriptions

Similar content being viewed by others

Literatur

  • Argyris, C. (1991). Teaching smart people how to learn. Harvard Business Review, 69(3), 99–109.

    Google Scholar 

  • Ashford, S. J., & Barton, M. (2007). Identity-based issue selling. In C. A. Bartel, S. Blader & A. Wrzesniewski (Hrsg.), Identity and the modern organization (S. 223–244). Mahwah: Lawrence Erlbaum.

    Google Scholar 

  • Ashford, S. J., Blatt, R., & VandeWalle, D. (2003). Reflections on the looking glass: a review of research on feedback-seeking behavior in organizations. Journal of Management, 29, 773–799.

    Article  Google Scholar 

  • Ashford, S. J., Sutcliffe, K. M., & Christianson, M. K. (2009). Speaking up and speaking out: the leadership dynamics of voice in organizations. In J. Greenberg & M. S. Edwards (Hrsg.), Voice and silence in organizations (S. 175–202). Bingley: Emerald.

    Google Scholar 

  • Avery, D. R., & Quinones, M. A. (2002). Disentangling the effects of voice: the incremental roles of opportunity, behavior, and instrumentality in predicting procedural fairness. Journal of Applied Psychology, 87, 81–86.

    Article  PubMed  Google Scholar 

  • Bandura, A. (1977). Social learning theory. Englewood Cliffs: Prentice Hall.

    Google Scholar 

  • Bazerman, M. H., & Moore, D. A. (2013). Judgment in managerial decision making (8. Aufl.). Hoboken: Wiley.

    Google Scholar 

  • Botero, I. C. (2013). Individual correlates of employee voice: what do we know so far? Where should we go next? In R. Burke & C. Cooper (Hrsg.), Voice and whistleblowing in organizations: overcoming fear, fostering courage, and unleashing candor in organizations (S. 72–91). Cheltenham: Edward Elgar Publishing.

    Google Scholar 

  • Bowen, F., & Blackmon, K. (2003). Spirals of silence: the dynamic effects of diversity on organizational voice. Journal of Management Studies, 40, 1393–1417.

    Article  Google Scholar 

  • Brinsfield, C. T. (2013). Employee silence motives: investigation of dimensionality and development of measures. Journal of Organizational Behavior, 34, 671–697.

    Article  Google Scholar 

  • Bronfenbrenner, U. (1981). Die Ökologie der menschlichen Entwicklung. Stuttgart: Klett-Cotta.

    Google Scholar 

  • Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. (2012). Knowledge hiding in organizations. Journal of Organizational Behavior, 33, 64–88.

    Article  Google Scholar 

  • Day, D. V. (2012). The nature of leadership development. In D. V. Day & J. Antonakis (Hrsg.), The nature of leadership (2. Aufl., S. 108–140). Los Angeles: Sage.

    Google Scholar 

  • DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35, 627–647.

    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, 869–884.

    Article  Google Scholar 

  • Detert, J. R., Burris, E. R., Harrison, D. A., & Martin, S. R. (2013). Voice flows to and around leaders: understanding when units are helped or hurt by employee voice. Administrative Science Quarterly, 58, 624–668.

    Article  Google Scholar 

  • Detert, J. R., & Edmondson, A. C. (2011). Implicit voice theories: taken-for-granted rules of self-censorship at work. Academy of Management Journal, 54, 461–488.

    Article  Google Scholar 

  • Dutton, J. E., & Ashford, S. J. (1993). Selling issues to top management. Academy of Management Review, 18, 397–428.

    Google Scholar 

  • Dutton, J. E., Ashford, S. J., Weirba, L., O’Neill, R., & Hayes, E. (1997). Reading the wind: how middle managers assess the context for issue selling. Strategic Management Journal, 15, 407–425.

    Article  Google Scholar 

  • Flynn, F. J. (2005). Identity orientations and forms of social exchange in organizations. Academy of Management Review, 30, 737–750.

    Article  Google Scholar 

  • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: a review of the literature and research agenda. Leadership Quarterly, 22, 1120–1145.

    Article  Google Scholar 

  • Gebert, D., Boerner, S., & Matiaske, W. (1998). Offenheit und Geschlossenheit in Organisationen – Zur Validierung eines Meßinstruments. Zeitschrift für Arbeits- und Organisationspsychologie, 42, 15–26.

    Google Scholar 

  • Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34.

    Article  Google Scholar 

  • Hackman, J. R., & Wageman, R. (2005). When and how team leaders matter. Research in Organizational Behavior, 26, 37–74.

    Article  Google Scholar 

  • Harlos, K. (2001). When organizational voice systems fail: more on the deaf ear syndrome and frustration effects. Journal of Applied Behavioral Science, 37, 324–342.

    Article  Google Scholar 

  • Janis, I. L. (1972). Victims of groupthink. New York: Houghton Mifflin.

    Google Scholar 

  • Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31, 386–408.

    Article  Google Scholar 

  • Judge, T. A., Locke, E. A., & Durham, C. C. (1997). The dispositional causes of job satisfaction: a core evaluations approach. Research in Organizational Behavior, 19, 151–188.

    Google Scholar 

  • Judge, T. A., & Long, D. M. (2012). Individual differences in leadership. In D. V. Day & J. Antonakis (Hrsg.), The nature of leadership (S. 179–217). Los Angeles: Sage Publications.

    Google Scholar 

  • Kish-Gephart, J., Detert, J., Trevino, L. K., & Edmondson, A. (2009). Silenced by fear: the nature, sources, and consequences of fear at work. Research in Organizational Behavior, 29, 163–193.

    Article  Google Scholar 

  • Knoll, M., Chui, S., Ghislieri, C., Hall, R., Jønsson, T. S., Monzani, L., Retowski, S., & van Dick, R. (2015a). Cross-cultural differences in employee silence. Unpublished manuscript.

    Google Scholar 

  • Knoll, M., Hall, R., & Weigelt, O. (2015b). Silence over time: a longitudinal study of the relationship between organizational context, employee silence, and burnout. Manuscript under review.

    Google Scholar 

  • Knoll, M., & Redman, T. (2015). Does the presence of voice imply the absence of silence? The necessity to consider employees’ affective attachment and job engagement. Human Resource Management. (im Druck).

    Google Scholar 

  • Knoll, M., & van Dick, R. (2013a). Do I hear the whistle…? A first attempt to measure four forms of employee silence and their correlates. Journal of Business Ethics, 113, 349–362.

    Article  Google Scholar 

  • Knoll, M., & van Dick, R. (2013b). Authenticity, employee silence, prohibitive voice, and the moderating effect of organisational identification. Journal of Positive Psychology, 8, 346–360.

    Article  Google Scholar 

  • Liang, J., Huang, X., & Chen, Z. X. (2013). Why offering participative opportunities does not necessarily facilitate speaking up. Academy of Management Proceedings, 1, 11384.

    Google Scholar 

  • Liu, C. C. (2008). The relationship between Machiavellianism and knowledge sharing willingness. Journal of Business and Psychology, 22, 223–240.

    Article  Google Scholar 

  • Lord, R. G., & Hall, R. J. (2005). Identity, deep structure and the development of leadership skills. The Leadership Quarterly, 16, 591–615.

    Article  Google Scholar 

  • Miceli, M. P., & Near, J. P. (1992). Blowing the whistle: the organizational and legal implications for companies and employees. New York: Lexington.

    Google Scholar 

  • Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). Choosing to stay silent at work: what employees don’t speak about and why. Journal of Management Inquiry, 40, 1453–1476.

    Google Scholar 

  • Mischel, W. (1977). The interaction of person and situation. In D. Magnusson & N. S. Endler (Hrsg.), Personality at the cross-roads: current issues in interactional psychology (S. 333–352). Hillsdale: Lawrence Erlbaum.

    Google Scholar 

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

    Article  Google Scholar 

  • Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: a barrier to change and development in a pluralistic world. Academy of Management Review, 25, 706–725.

    Google Scholar 

  • Moscovici, S. (1976). Social influence and social change. London: Academic.

    Google Scholar 

  • Moscovici, S., & Zavalloni, M. (1969). The group as a polarizer of attitudes. Journal of Personality and Social Psychology, 12, 125–135.

    Article  Google Scholar 

  • Noelle-Neumann, E. (1974). The spiral of silence: a theory of public opinion. Journal of Communication, 24, 43–51.

    Article  Google Scholar 

  • Pearce, C. L., & Wegge, J. (2015). Where do we go from here? Is responsibility sustainable? Organization Dynamics, 44, 156–160.

    Google Scholar 

  • Perlow, L. A., Okhuysen, G. A., & Repenning, N. (2002). The speed trap: Exploring the relationship between decision making and the temporal context. Academy of Management Journal, 45, 931–955.

    Article  Google Scholar 

  • Perlow, L., & Williams, S. (2003). Is silence killing your company? Harvard Business Review, 81(5), 52–58.

    PubMed  Google Scholar 

  • Pinder, C. C., & Harlos, K. P. (2001). Employee silence: Quiescence and acquiescence as response to perceived injustice. In G. R. Ferris (Hrsg.), Research in personnel and human resources management (Bd. 20, S. 331–369). Greenwich: JAI Press.

    Google Scholar 

  • Rosen, S., & Tesser, A. (1970). On reluctance to communicate undesirable information: The MUM effect. Sociometry, 33, 253–263.

    Article  Google Scholar 

  • Sayles, L. R. (1993). The working leader: The triumph of high performance over conventional management principles. New York: McGraw-Hill.

    Google Scholar 

  • Schyns, B., & Knoll, M. (2015b). LMX-Leader-Member-Exchange. In J. Felfe (Hrsg.), Aktuelle Entwicklungen in der Führungsforschung (S. 55–65). Göttingen: Hogrefe Verlag.

    Google Scholar 

  • Seligman, M. E. (1972). Learned helplessness. Annual Review of Medicine, 23, 407–412.

    Article  PubMed  Google Scholar 

  • Umphress, E. E., & Bingham, J. B. (2011). When employees do bad things for good reasons: Examining unethical pro-organizational behaviors. Organization Science, 26, 621–640.

    Article  Google Scholar 

  • Van Dick, R., & Schuh, S. C. (2015). Führung von Gruppenprozessen: Identität und Identifikation bei den Mitarbeitern stiften. In J. Felfe & R. van Dick (Hrsg.), Handbuch Mitarbeiterführung: Wirtschaftspsychologisches Praxiswissen für Fach- und Führungskräfte. Berlin/Heidelberg: Springer.

    Google Scholar 

  • Van Dyne, L., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40, 1359–1392.

    Article  Google Scholar 

  • van Veldhoven, M. J. P. M., & Peccei, R. E. (2015). Contextualizing individual well-being and performance: Setting the scene. In M. J. P. M. van Veldhoven & R. Peccei (Hrsg.), Well-being and performance at work: The role of context (S. 1–14). Hove: Psychology Press.

    Google Scholar 

  • Welch, J. (2007). Winning. New York: Harper.

    Google Scholar 

  • Whitener, E. W., Brodt, S. E., Korsgaard, M. A., & Werner, J. M. (1998). Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior. Academy of Management Review, 23, 513–530.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Institut für Psychologie, Technische Universität Chemnitz, Chemnitz, Deutschland

    Michael Knoll

Authors
  1. Michael Knoll
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Michael Knoll .

Editor information

Editors and Affiliations

  1. Frankfurt, Hessen, Germany

    Rolf van Dick

  2. Arbeits-, Organisations- & Wirtschaftspsychologie, Helmut-Schmidt-Universität Universität der Bundeswehr, Hamburg, Germany

    Jörg Felfe

Rights and permissions

Reprints and permissions

Copyright information

© 2015 Springer-Verlag Berlin Heidelberg

About this entry

Cite this entry

Knoll, M. (2015). Mit dem Gesicht zum Volke. In: van Dick, R., Felfe, J. (eds) Handbuch Mitarbeiterführung: Wirtschaftspsychologisches Praxiswissen für Fach- und Führungskräfte. Springer NachschlageWissen. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-55213-7_37-1

Download citation

  • DOI: https://doi.org/10.1007/978-3-642-55213-7_37-1

  • Received:

  • Accepted:

  • Published:

  • Publisher Name: Springer, Berlin, Heidelberg

  • Online ISBN: 978-3-642-55213-7

  • eBook Packages: Springer Referenz Psychologie

Publish with us

Policies and ethics

Chapter history

  1. Latest

    in Organisationen
    Published:
    11 July 2023

    DOI: https://doi.org/10.1007/978-3-642-55213-7_37-2

  2. Original

    Mit dem Gesicht zum Volke
    Published:
    24 July 2015

    DOI: https://doi.org/10.1007/978-3-642-55213-7_37-1

Search

Navigation