Leadership behavior and employee voice¶
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.
Cited by¶
4 citations across 4 artifacts.
Primes¶
- Antifragility
- Listed in the references but not attached to a specific claim.
- Epistemic Humility
- Listed in the references but not attached to a specific claim.
- Organizational Culture
- Listed in the references but not attached to a specific claim.
- Psychological Safety
- The leadership modeling and signaling—vulnerability, error admission, receptiveness to dissent—that establishes safety norms
Supported in partVerified against the publisher's abstract
Detert & Burris (2007) support the frame that leader openness—receptiveness to dissent—shapes employee psychological safety, but the abstract does not address vulnerability or error admission.
“This relationship is shown to be mediated by subordinate perceptions of psychological safety, illustrating the importance of leaders in subordinate assessments of the risks of speaking up.”
- The leadership modeling and signaling—vulnerability, error admission, receptiveness to dissent—that establishes safety norms
Verification¶
Does it exist? Confirmed. This work's DOI resolves to a registered record, which fixes its identity. That is all it fixes.
Does it back the claim? Read against the text for 1 of 4 citations: 1 supported in part. Each verdict is shown under its citation below, with what in the work backs the sentence.
Support is checked per citation rather than per work — the same source can be cited soundly in one article and wrongly in another. Per-citation recording began recently, so a citation with no recorded check is a gap in the record rather than evidence it went unchecked.
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Registry ID ref:36f224fd9106 · see in the full table