Paper Type
ERF
Abstract
In large organizations, top management has traditionally been the custodian of decision-making affecting employees and the organization. However, contemporary organizations increasingly recognize the importance of engaging employee views, ideas and suggestions, collectively referred to as voice. The post-COVID era has renewed scholarly attention on employee voice for two reasons. First, while many transitioned to remote work, lower-level operations employees could not work from home. Second, employees who did transition lost face-to-face channels for expressing voice, relying instead on technology-mediated platforms. Drawing on power in organizations, leader-member exchange, and employee voice literature, we examine how employees' sense of power and leader-member exchange influence their voice on social media and how such voice shapes organizational responses. We propose a survey of 300 to 500 U.S. employees through a third-party panel. This study extends voice research by examining how power dynamics and leader relationships shape social media voice and its consequences.
Paper Number
1632
Recommended Citation
Ganye, Derrick; Adrah, Frederick; and Amoah, Nicholas M., "Digital Voice: The Role of Leader-Member Exchange and Employee Sense of Power" (2026). AMCIS 2026 Proceedings. 16.
https://aisel.aisnet.org/amcis2026/sigadit/sigadit/16
Digital Voice: The Role of Leader-Member Exchange and Employee Sense of Power
In large organizations, top management has traditionally been the custodian of decision-making affecting employees and the organization. However, contemporary organizations increasingly recognize the importance of engaging employee views, ideas and suggestions, collectively referred to as voice. The post-COVID era has renewed scholarly attention on employee voice for two reasons. First, while many transitioned to remote work, lower-level operations employees could not work from home. Second, employees who did transition lost face-to-face channels for expressing voice, relying instead on technology-mediated platforms. Drawing on power in organizations, leader-member exchange, and employee voice literature, we examine how employees' sense of power and leader-member exchange influence their voice on social media and how such voice shapes organizational responses. We propose a survey of 300 to 500 U.S. employees through a third-party panel. This study extends voice research by examining how power dynamics and leader relationships shape social media voice and its consequences.
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