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Research has shown accountability can produce both positive and negative outcomes. Further, because of inherent environmental uncertainty, perceptions of organizational politics often interact with accountability to produce negative effects. However, using uncertainty management theory, the purpose of this paper is to argue that employees can use proactive voice to exercise control in the ambiguity of highly accountable and political environments.

This two sample study of graduate school alumni (n=211) and insurance employees (n=186) explored the three-way interaction of felt accountability×politics perceptions×proactive voice on work performance, job satisfaction, and job tension.

As hypothesized, high levels of felt accountability and politics were most strongly associated with favorable outcomes when coupled with increased voice behavior. Conversely, felt accountability and politics were related to negative outcomes in settings associated with low proactive voice. Results supported in Sample 1 were then constructively replicated in Sample 2.

All employees are held accountable to some degree, and all work in potentially political settings. Often, these environmental features are dictated to employees, leaving only employee reactions in direct control. One possible response is voice. As demonstrated in the present research, employees who engage in proactive voice appear to exercise some degree of control over their environment, resulting in more positive outcomes than their less active counterparts.

The present research extends understanding regarding the effects of accountability in organizations by demonstrating that contextual factors (e.g. politics) and individual difference variables (e.g. in levels of proactive voice) differentiate favorable vs unfavorable outcomes of accountability.

Some communities in the USA are remarkably better at responding to civic challenges than others. These communities are more competent at marshaling their resources – material and human – in service of their own needs. The authors’ purpose in this paper is to enhance their collective understanding of ideas related to community-driven change and to describe the development of a civic capacity index (CCI), a measure of a community's capacity to respond to civic challenges and disruptions like COVID-19.

The authors used a concept mapping process (akin to grounded theory) to develop the CCI. Using this process, a panel of 34 scholars and practitioners of civic leadership and civic engagement worked together to create measurable descriptors of civic capacity.

The CCI measures dynamic processes related to collective leadership, inclusion of diverse voices, how institutions and coalitions address shared challenges and collaboration among community members. Sample data from several states show the CCI's scales to have high internal reliabilities and to correlate strongly with validation scales such as collective efficacy, social justice and community connectedness. Confirmatory factor analyses support a bifactor model of a general CCI factor and six CCI scales.

With the help of the CCI, civic actors can take advantage of existing civic capacity, understand where it is lacking and build resilience for the future.

To date, most scholars have used qualitative research to determine the elements of civic capacity. The authors wanted to know what civic capacity looks like in sufficient detail to assess the extent to which it is present or not in a community. Other efforts to quantify or assess civic capacity or related ideas are less comprehensive or lack the specificity to provide guidance for building and mobilizing it in communities. This work enhances our understanding of leadership in the civic arena, a little understood aspect of leadership studies.