In the world of workplace dynamics, power and action often go hand in hand. Research from Singapore Management University (SMU) explores how employees can strategically use their “voice behaviors”—their efforts to speak up at work—to gain and maintain a sense of power. The findings offer new insights into how motivation and communication styles influence workplace influence and outcomes.
Power, Action, and Regulatory Focus Theory
The study centers on the relationship between power—defined as the perception of influence or control in social relations—and proactive action. While traditional thinking suggests a reinforcing cycle where action leads to power and vice versa, the researchers argue this dynamic isn’t universal.
They examine this through regulatory focus theory, which identifies two forms of self-regulation:
- Promotion focus: Motivated by achieving positive outcomes and improvements.
- Prevention focus: Motivated by avoiding negative outcomes and problems.
Promotive vs. Prohibitive Voice
The way employees speak up influences their sense of power:
- Promotive voice: Suggesting improvement-oriented ideas enhances an employee’s sense of power and motivates further action.
- Prohibitive voice: Highlighting problems reduces power for prevention-focused employees, discouraging subsequent actions.
These cycles of empowerment or disempowerment have significant long-term implications. Using a promotive voice fosters influence, while framing concerns negatively can lead to withdrawal or silence over time.
Strategic Implications for Employees
The research challenges the assumption that all proactive actions boost power. Instead, it highlights the need for employees to be strategic in how they frame their input:
- Proactively suggesting improvements builds recognition and influence.
- Critiquing problems may lead to negative perceptions, such as being labeled a troublemaker, which can hurt performance evaluations and relationships with supervisors.
Wharton professor Adam Grant adds nuance, warning against a culture of solution-only thinking. While critique is essential, how concerns are expressed plays a crucial role in their reception and impact. Employees need to balance advocacy with inquiry to avoid alienating colleagues and supervisors.
Applicability Across Roles
The findings are relevant across different organizational hierarchies. Even working-class employees, who may face more hurdles in enacting change, can use promotive voice to gain recognition for their ideas. However, these employees may need to navigate additional challenges due to their lower rank in power and status hierarchies.
This research sheds light on the nuanced relationship between power, action, and voice in the workplace. By strategically framing their contributions, employees can maximize their influence and avoid unintended consequences. Promotive voice emerges as a powerful tool for fostering positive change while maintaining a sense of empowerment.
Ultimately, the study provides practical guidance for employees, educators, and organizations on cultivating effective communication strategies that enhance workplace dynamics and outcomes.
