Can You have too Much of a Good Thing? The Limits of Voice for Improving Satisfaction with Leaders

Abstract

Research on procedural justice has consistently found that increases in voice are associated with enhanced ratings of procedural fairness, satisfaction with leaders, and acceptance of decisions made by authorities. This research extends those findings in two ways by (a) replicating the voice effect in small group decision making with a low status leader and (b) illustrating the limit of voice in improving support for leaders under conditions of persistent conflict. Results from Study 1 suggest that people care about their treatment by leaders because it provides them with information about their value within the group rather than because the leader controls important resources. Study 2 demonstrates that very high levels of voice can be associated with reduced leader support and lower levels of decision satisfaction under conditions of persistent conflict. These results suggest that extensive use of voice by leaders has limited advantages when people fundamentally disagree.