This dissertation explores the multifaceted consequences of managerial voice endorsement – defined as a manager’s support for employees’ voiced ideas or suggestions – and its implications for employee behaviors in the workplace. While existing research has primarily focused on subsequent voice as the focal outcome of managerial voice endorsement, this work diverges from this narrow focus by uncovering its nuanced and complex effects on a broader range of employee behaviors.

The first chapter investigates the effects of managerial voice endorsement on employees’ job crafting behaviors, specifically promotion- and prevention-oriented job crafting. Across six studies employing diverse methodologies, results demonstrate that managerial voice endorsement is positively associated with promotion-oriented job crafting via enhanced perceived status, and negatively related to prevention-oriented job crafting via heightened cynicism. Furthermore, the positive indirect effect of managerial voice endorsement on promotion-oriented job crafting via perceived status is stronger for employees with lower leader-member exchange relationships. These findings expand the current understanding of managerial voice endorsement by identifying job crafting as a key outcome and elucidating the mechanisms and boundary conditions underlying these relationships.

The second chapter examines a counterintuitive consequence of managerial voice endorsement: its potential to increase employee silence. Specifically, this chapter examines how and when advantageous voice endorsement – defined as employees’ perception of receiving greater managerial support for their voiced ideas or suggestions compared to their coworkers – paradoxically increases subsequent silence through increasing employees’ concern about being envied. I further propose that this relationship is amplified for employees who exhibit higher superficial harmony. Evidence from two experiments and three multi-wave field studies consistently supports these hypotheses while ruling out alternative explanations, including psychological safety, voice self-efficacy, fear, and pride. These findings emphasize the importance of social comparison processes in understanding managerial voice endorsement and indicate that the existing assumption that leader support for voice uniformly encourages voice and curbs silence is incomplete. Instead, this chapter reveals that when evaluated comparatively, leader support for voice can unintentionally foster silence by generating relational concerns.

Collectively, this dissertation advances scholarly understanding of managerial voice endorsement by (1) expanding its behavioral outcomes beyond voice itself, (2) illuminating its differential effect on promotion-oriented and prevention-oriented job crafting and the underlying mechanisms, and (3) emphasizing social comparison dynamics as a novel lens for understanding how managerial voice endorsement generates unintended interpersonal costs and paradoxically increases employee silence.