Voicing of Values in an Organization
Tracing the role of Leader-Member Exchange
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The failure to resolve inner conflicts of cherishing values at the personal level and maintaining high standards of objectivity at the professional level has been reflected in methodologically sophisticated but socially irrelevant research. It explores personal values, personal values referred to as work values and organizational values i.e. values that the organization propounds and expects the individual to embrace, as three distinct constructs. It therefore seeks to examine the construct of value conflict and the conflict between these forms of individual values and organizational values.It...
The failure to resolve inner conflicts of cherishing values at the personal level and maintaining high standards of objectivity at the professional level has been reflected in methodologically sophisticated but socially irrelevant research. It explores personal values, personal values referred to as work values and organizational values i.e. values that the organization propounds and expects the individual to embrace, as three distinct constructs. It therefore seeks to examine the construct of value conflict and the conflict between these forms of individual values and organizational values.It uses the inclusion- exclusion criteria to identify important literature and outline constructs for its analysis. It looks at the role of leader-member exchange (LMX) in expression of opinion about values in a state of conflict in the same. Superiors can have a significant influence over a subordinate's decision to 'speak-up' or 'remain silent. Supervisors and leaders not only create opportunities for voice by providing formal and informal voice mechanisms, but also shape the cognitions that drive the decision of whether or not to voice (Ashford et al., 2009).
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