000			01480nam a2200181 4500
999			_c510436 _d510436
008			190817b ||||| |||| 00| 0 eng d
100			_aHassan, Shahidul _98449
245			_aHow empowering leadership reduces employee silence in public organizations
260			_c2019
300			_ap.116-131.
520			_aThe intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors reduces public employee silence, by improving employee trust in their supervisors, granting employees control over their jobs, and strengthening identification with the organization. We test the model in two cross‐sectional studies with data collected from all employees working in two local governments in the United States. We find empirical support for the model in both studies. We discuss the implications of the research results for public management scholarship and practice. - Reproduced.
650			_aLocal government - United States _98450
700			_aDeHart-Davis, Leisha _98451
700			_aJiang, Zhongman _98452
773			_aPublic Administration
906			_aLeadership
942			_2ddc _cAR