A recent study published in the Journal of Applied Psychology sheds light on the dynamics between leadership styles and employee empowerment. The research, titled “The Effects of Voice and Helping on Empowering Leadership Through Threat and Goal Congruence Perceptions,” reveals a troubling trend: leaders often favor flatterers over employees who identify problems, despite the latter’s potential to enhance organizational performance.
The study, co-authored by notable academics from various institutions, highlights the importance of understanding how different employee behaviors influence leadership perceptions. The work was led by Bradley Kirkman, the H. Hugh Shelton Distinguished Professor of Leadership at North Carolina State University’s Poole College of Management. His co-authors were Tobias Dennerlein of Purdue University, Stephen Courtright of Texas A&M University, Troy Smith of the University of Oklahoma, and Pengcheng Zhang of Huazhong University of Science and Technology.
Research Methodology
The researchers conducted two separate studies to explore the relationship between employees’ willingness to voice concerns and their subsequent treatment by leaders. In Study 1, we recruited 143 executive MBAs from diverse industries in China. It provided tremendous perspective on how different cultural contexts impact leadership and organizational dynamics. The second study expanded that scope to a larger sample of 528 U.S. adults. It further on-boarded 266 employees that were at the service of those MBAs.
In total, during the six-week study, 315 leader-follower dyads (both types in the same companies) filled out an average of three surveys each. Both studies showed one distinct pattern: workers who identified issues helped the company’s bottom line. At the same time, in a predictable fashion, leaders often opted to reward those that flattered them instead.
Insights from the Findings
Kirkman stressed the two-part takeaway that comes from the bad news, good news research results. He encouraged leaders to embrace the value found in supporting employees that disrupt the status quo. Failing to address this risk would be damaging to organizational performance.
“For leaders, be conscious of the benefits that stem from empowering employees—and consider that not empowering people who challenge the status quo may adversely affect your bottom line,” – Bradley Kirkman
Moreover, Kirkman pointed out that employees should not refrain from voicing concerns but must demonstrate helpful behavior to gain leaders’ trust. This new technique can empower them to surface concerns without fear of retaliation.
“For employees, the message here is not that you shouldn’t speak out about potential concerns. Instead, the message is that you also need to exhibit helpful behavior, which will put you in a position to raise those concerns without fear of blowback,” – Bradley Kirkman
The Role of Employee Performance
The results of this study support the emerging literature focused on employee performance and organizational health. Kirkman noted that empowered employees tend to show improved performance and reduced turnover rates, factors that contribute positively to an organization’s success.
As he went on to elaborate, the employees who question the status quo drive innovation. They create an enduring sense of accountability throughout the team. That proactive environment usually results in the higher levels of innovation and knowledge sharing that tend to corrode large organizations.
“We know that employee performance improves and employee turnover declines when employees are empowered—that’s good,” – Bradley Kirkman
In Kirkman’s example, it’s employee behaviors that quickly lead to a poor decision at the leadership level. He found that leaders perceive their power less threatened when employees show dedication by helping them with the heavy lift. This type of behavior fosters a mutual support culture in which the pursuit of solutions is a shared mission and not a point of contention.
“If an employee was willing to buckle down and put in the work when the chips were down, such as helping leaders with heavy workloads, leaders were not threatened when that employee highlighted problems or raised concerns,” – Bradley Kirkman
