Predicting managers' championing behavior through subordinates' change-related voice

Abstract

PurposeThe purpose of this paper is to determine whether managers who are not in top management perceive change-related voice from their work group as support and whether this perception is an explaining mechanism that can predict the managers' behavioral support for change. Such voice can be a valuable asset for managers during change.Design/methodology/approachLower and middle managers' perceptions of subordinates' support is investigated as mediator in the relationship between group change-related voice and managers' behavioral support for change. Seventy managers who were experiencing organizational change completed a survey at two points in time. Data were analyzed using regression analyses and the bootstrapping approach.FindingsManagers perceive promotive but not prohibitive group change-related voice as support. Perceived subordinate support serves as explaining mechanism in the relationship between promotive group change-related voice and managers' championing behavior.Practical implicationsThe study's results have practical implications, as insights are gained into how managers react to upward communication from the work group and how such communication influences managers' reaction to change. These insights can be used to facilitate effective participation during change, as it creates sensitivity to managers as recipients of change.Originality/valueResearch on how managers react to change-related ideas and concerns is scarce. The study extends current research on organizational change by investigating the impact of subordinates' communications on managers' reaction to change. Research on voice is enriched by focusing on the voice-receiving process.