To read this content please select one of the options below:

Silence and proactivity in managing supervisor ostracism: implications for creativity

Sadia Jahanzeb (Goodman School of Business, Brock University, St. Catharines, Canada)
Dave Bouckenooghe (Goodman School of Business, Brock University, St. Catharines, Canada)
Rabia Mushtaq (Quaid-i-Azam School of Management Sciences, Quaid-i-Azam University, Islamabad, Pakistan)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 30 March 2021

Issue publication date: 23 June 2021

819

Abstract

Purpose

Anchored in a social control theory framework, this study aims to investigate the mediating effect of defensive silence in the relationship between employees' perception of supervisor ostracism and their creative performance, as well as the buffering role of proactivity in this process.

Design/methodology/approach

The hypotheses were tested using three-wave survey data collected from employees in North American organizations.

Findings

The authors found that an important reason for supervisor ostracism adversely affecting employee creativity is their observance of defensive silence. This mechanism, in turn, is less prominent among employees who show agency and change-oriented behavior (i.e. proactivity).

Practical implications

For practitioners, this study identifies defensive silence as a key mechanism through which supervisor ostracism hinders employee creativity. Further, this process is less likely to escalate when their proactivity makes them less vulnerable to experience such social exclusion.

Originality/value

This study establishes a more complete understanding of the connection between supervisor ostracism and employee creativity, with particular attention to mediating mechanism of defensive silence and the moderating role of proactivity in this relationship.

Keywords

Citation

Jahanzeb, S., Bouckenooghe, D. and Mushtaq, R. (2021), "Silence and proactivity in managing supervisor ostracism: implications for creativity", Leadership & Organization Development Journal, Vol. 42 No. 5, pp. 705-721. https://doi.org/10.1108/LODJ-06-2020-0260

Publisher

:

Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

Related articles