Connecting Humanistic Theories of Organizations, Authentic Leadership and Employee Voice Behavior by Michael Warrior Bonds
Connecting Humanistic Theories of Organizations,
Authentic Leadership and Employee Voice Behavior
Michael W. Bonds
Bauder College
January 13, 2013
The relationship between the “boss” and the employee is an important one indeed. It is a relationship that can make or brake an organization. While classical theorist such as Fredrick Taylor (Scientific Management Theory), Henri Fayol (Administrative Theory) and Max Weber (Theory of Bureaucracy) (Modaff, Butler, Dewine 2012 p26.) emphasized the literal structure of an organization; i.e. worker productivity, chain of command and preserving organizational authority, they were not too concerned with an organizations social structure. However, “Human Relations Theory” (Modaff, Butler, Dewine 2012 p43.) builds more on an organizations social structure suggesting that an organization can benefit greatly from a positive social relationship between its supervisors and its employees. It is clear that there is a positive connection between “authentic leadership and employee voice behavior” (Hsin-Hua Hsiung 2012).
Authentic Leadership, Employee Voice Behavior & the Hawthorne Studies
Hsin-Hua Hsiung (2012) quoting Walumbwa et al. 2008, p. 94 writes that “Authentic Leadership” refers to ‘‘a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development’’. In the referred to article Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process (Hsin-Hua Hsiung 2012) the author discusses an investigative study of the “psychological process of how authentic leadership affects employee voice”. He suggests that the “theoretical model” of the study proposes that positive mood of the employees and,
Authentic Leadership and Employee Voice Behavior
Michael W. Bonds
Bauder College
January 13, 2013
The relationship between the “boss” and the employee is an important one indeed. It is a relationship that can make or brake an organization. While classical theorist such as Fredrick Taylor (Scientific Management Theory), Henri Fayol (Administrative Theory) and Max Weber (Theory of Bureaucracy) (Modaff, Butler, Dewine 2012 p26.) emphasized the literal structure of an organization; i.e. worker productivity, chain of command and preserving organizational authority, they were not too concerned with an organizations social structure. However, “Human Relations Theory” (Modaff, Butler, Dewine 2012 p43.) builds more on an organizations social structure suggesting that an organization can benefit greatly from a positive social relationship between its supervisors and its employees. It is clear that there is a positive connection between “authentic leadership and employee voice behavior” (Hsin-Hua Hsiung 2012).
Authentic Leadership, Employee Voice Behavior & the Hawthorne Studies
Hsin-Hua Hsiung (2012) quoting Walumbwa et al. 2008, p. 94 writes that “Authentic Leadership” refers to ‘‘a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development’’. In the referred to article Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process (Hsin-Hua Hsiung 2012) the author discusses an investigative study of the “psychological process of how authentic leadership affects employee voice”. He suggests that the “theoretical model” of the study proposes that positive mood of the employees and,
References: Hsiung, H. H. (2012). Authentic leadership and employee voice behavior: A multi-level psychological process. . Journal of business ethics, 107 (3), 349-361. doi: 10.1007/s10551-011-1043-2 Modaff, D. P., Butler, J. A., & Dewine, S. (2012). Organizational communication: foundations, challenges, and misunderstandings. (3rd ed.). Glenview Illinois: Pearson