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The relational antecedents of voice targeted at different leaders

机译：针对不同领导者的声音的关系性前提

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We investigated how employees can, simultaneously, speak up to leaders at different levels of the organizational hierarchy. In particular, we examined 2 targets of employees' upward voice on workrelated issues: the direct leader (i.e., the supervisor) and the skip-level leader (i.e., supervisor's boss). Drawing on emerging research on the socially embedded nature of leader-member exchanges and using data from 237 employees and their direct and skip-level leaders, we found that the choice of a particular leader as a target was affected by the quality of the dyadic relationship between that leader and the employee. Further, the association between voice to the direct leader and the quality of the employee's relationship with the direct leader was more positive when the relationship between the direct leader and the skip-level leader was stronger. By contrast, the association between voice to the skip-level leader and the quality of the employee's relationship with the skip-level leader was more positive when the relationship between the direct leader and the skip-level leader was weaker. The implications of these findings are discussed.
机译：我们调查了员工如何同时与组织层次结构不同级别的领导说话。特别是，我们研究了员工在与工作有关的问题上表达意见的两个目标：直接领导（即主管）和跳过级领导（即主管的老板）。利用有关领导者-成员交流的社会嵌入性质的新兴研究，并使用来自237名员工及其直接和跳过级别的领导者的数据，我们发现，选择特定领导者作为目标会受到二元​​关系质量的影响在那个领导和员工之间。此外，当直接领导者与跳过级别领导者之间的关系更强时，直接领导者的声音与员工与直接领导者关系的质量之间的关联更加积极。相比之下，当直接领导者和跳过级别领导者之间的关系较弱时，跳过级别领导者的声音与员工与跳过级别领导者的关系质量之间的关联更为积极。讨论了这些发现的含义。

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