{"id":1475,"date":"2025-07-16T17:14:33","date_gmt":"2025-07-16T15:14:33","guid":{"rendered":"https:\/\/www.umana-analytics.com\/?p=1475"},"modified":"2026-01-22T14:22:14","modified_gmt":"2026-01-22T13:22:14","slug":"dare-voce-alle-persone-perche-ascoltare-i-dipendenti-non-e-solo-una-questione-etica","status":"publish","type":"post","link":"https:\/\/www.umana-analytics.com\/en\/dare-voce-alle-persone-perche-ascoltare-i-dipendenti-non-e-solo-una-questione-etica\/","title":{"rendered":"Dare voce alle persone: perch\u00e9 ascoltare i dipendenti non \u00e8 (solo) una questione etica\u00a0"},"content":{"rendered":"<h5 class=\"wp-block-heading\">Il tema della \u201cvoce\u201d e del \u201csilenzio\u201d dei dipendenti ha guadagnato crescente attenzione nel mondo della ricerca organizzativa. Ma cosa significa davvero \u201cparlare\u201d o \u201ctacere\u201d sul posto di lavoro?&nbsp;<br>E perch\u00e9 \u00e8 cos\u00ec importante per le aziende ascoltare?&nbsp;<\/h5>\n\n\n\n<div style=\"height:70px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<div class=\"wp-block-buttons is-content-justification-center is-layout-flex wp-container-core-buttons-is-layout-3e41869c wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button has-custom-width wp-block-button__width-50 is-style-fill\"><a class=\"wp-block-button__link has-text-color has-background has-link-color has-text-align-center has-custom-font-size wp-element-button\" href=\"https:\/\/f0hkb.share-eu1.hsforms.com\/2WW5md6KPQcGvv5Oh5AraEw\" style=\"border-style:none;border-width:0px;border-top-left-radius:100px;border-top-right-radius:100px;border-bottom-left-radius:100px;border-bottom-right-radius:100px;color:#222222;background-color:#f2ff93;padding-top:255;padding-right:255;padding-bottom:255;padding-left:255;font-size:23px\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Iscriviti alla nostra Newsletter<\/strong><\/a><\/div>\n<\/div>\n\n\n\n<div style=\"height:70px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Cos&#8217;\u00e8 la &#8220;voce&#8221; dei dipendenti?&nbsp;<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Secondo Morrison (2023), la voce dei dipendenti \u00e8 definita come una comunicazione informale e volontaria di idee, suggerimenti, preoccupazioni o opinioni su questioni lavorative, con l\u2019intento di migliorare o cambiare qualcosa. Si tratta di un comportamento proattivo, orientato al cambiamento, spesso rivolto verso figure gerarchicamente superiori.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Il silenzio, al contrario, rappresenta la scelta di non condividere informazioni rilevanti, spesso per paura, rassegnazione o per evitare conflitti (Knoll &amp; Van Dick, 2013).&nbsp;<\/p>\n\n\n\n<div style=\"height:36px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Due forme di voice:&nbsp;promotiva&nbsp;e proibitiva&nbsp;<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Non tutta la voice \u00e8 uguale. Liang et al. (2012) distinguono infatti tra due tipologie:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Voice&nbsp;promotiva, che consiste nel proporre suggerimenti per migliorare processi, pratiche o risultati futuri;&nbsp;<\/li>\n\n\n\n<li>Voice proibitiva, che si manifesta nell\u2019espressione di preoccupazioni rispetto a pratiche dannose o rischi imminenti.&nbsp;<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Entrambe sono forme costruttive di comunicazione, ma si differenziano per contenuto, funzione e impatto sociale. La voice&nbsp;promotiva&nbsp;\u00e8 orientata all\u2019innovazione e al futuro, mentre quella proibitiva tende alla prevenzione del danno e pu\u00f2 generare tensioni interpersonali, poich\u00e9 implica una critica a comportamenti o decisioni gi\u00e0 in atto.&nbsp;<\/p>\n\n\n\n<div style=\"height:36px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Perch\u00e9 i dipendenti parlano (o tacciono)?&nbsp;<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Le ragioni che spingono un dipendente a esprimersi o a tacere sono molteplici e intrecciano dimensioni individuali, relazionali, organizzative e culturali.&nbsp;<br>Tra le caratteristiche individuali, la letteratura evidenzia che una personalit\u00e0 proattiva, un buon livello di autostima e un forte senso di responsabilit\u00e0 aumentano la probabilit\u00e0 di parlare (Aryee&nbsp;et al., 2017).&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Anche lo stile di leadership esercita un&#8217;influenza significativa: approcci etici, autentici o trasformazionali favoriscono la voice, mentre leadership autoritarie o narcisistiche tendono a inibirla (Chan, 2014; Huang et al., 2020).&nbsp;<br>Le relazioni tra colleghi e il contesto di lavoro giocano un ruolo altrettanto importante. Sentirsi rispettati e supportati aumenta la propensione a esprimersi (Ng et al., 2021), cos\u00ec come una cultura organizzativa aperta e pratiche HR inclusive (Hu &amp; Jiang, 2018).&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Infine, non vanno trascurati i fattori culturali: in contesti ad alta distanza gerarchica percepita (power&nbsp;distance), i dipendenti sono meno inclini a parlare (Knoll et al., 2021).&nbsp;<\/p>\n\n\n\n<div style=\"height:36px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">I tre fattori psicologici chiave&nbsp;<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Liang et al. (2012) identificano tre antecedenti psicologici fondamentali alla base della voice:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Sicurezza psicologica, ossia la percezione di poter parlare senza subire conseguenze negative. \u00c8 il predittore pi\u00f9 forte della voice proibitiva.&nbsp;<\/li>\n\n\n\n<li>Obbligo percepito al cambiamento costruttivo, ovvero un senso di responsabilit\u00e0 verso il miglioramento dell\u2019organizzazione. \u00c8 il predittore pi\u00f9 forte della voice&nbsp;promotiva.&nbsp;<\/li>\n\n\n\n<li>Autostima organizzativa, cio\u00e8 sentirsi valorizzati e competenti all\u2019interno dell\u2019organizzazione. Sebbene abbia un ruolo meno marcato, pu\u00f2 interagire con gli altri due fattori.&nbsp;<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">\u00c8 interessante notare come la combinazione di questi fattori possa avere effetti sinergici o, talvolta, controintuitivi. Ad esempio, la sicurezza psicologica ha un impatto maggiore quando \u00e8 accompagnata da un forte senso di responsabilit\u00e0.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Tuttavia, un\u2019elevata autostima organizzativa pu\u00f2 paradossalmente ridurre la propensione a parlare, forse perch\u00e9 chi si sente gi\u00e0 valorizzato non percepisce il bisogno di esporsi ulteriormente.&nbsp;<\/p>\n\n\n\n<div style=\"height:36px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Parlare fa bene (quasi sempre)&nbsp;<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Numerosi studi evidenziano che la voice ha effetti positivi sia a livello individuale sia collettivo. Favorisce l\u2019innovazione e migliora la performance dei team (Liang et al., 2019), contribuisce al benessere delle persone, che tendono a sentirsi pi\u00f9 energiche e coinvolte quando possono esprimersi (R\u00f6llmann&nbsp;et al., 2021), e promuove un clima organizzativo pi\u00f9 aperto e collaborativo.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Tuttavia, parlare non \u00e8 sempre semplice n\u00e9 privo di rischi. Pu\u00f2 accadere che chi solleva un tema venga ignorato, frainteso o addirittura penalizzato, soprattutto se il messaggio viene percepito come una critica (Isaakyan&nbsp;et al., 2021).&nbsp;<\/p>\n\n\n\n<div style=\"height:36px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h3 class=\"wp-block-heading\">Il silenzio ha un costo&nbsp;<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Il silenzio organizzativo non \u00e8 mai neutro. Pu\u00f2 generare effetti negativi significativi: aumenta i livelli di stress e burnout (Knoll et al., 2019), riduce la creativit\u00e0 (Guo&nbsp;et al., 2018) e ostacola l\u2019innovazione, rendendo pi\u00f9 probabile che errori e problemi passino inosservati.&nbsp;<br>In alcuni casi, il silenzio pu\u00f2 addirittura diventare sistemico, radicandosi nella cultura aziendale e trasmettendosi attraverso reti sociali e norme implicite che scoraggiano l\u2019espressione di opinioni (Hershcovis&nbsp;et al., 2021).&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Cosa possono fare le aziende?<\/strong>&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Diversi interventi organizzativi possono favorire la voice:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Formare i leader, promuovendo comportamenti di ascolto attivo, un linguaggio inclusivo e una vera apertura al feedback (Weiss et al., 2018);&nbsp;<\/li>\n\n\n\n<li>Creare sicurezza psicologica, affinch\u00e9 i dipendenti si sentano liberi di esprimersi senza timore di ripercussioni (Detert&nbsp;&amp;&nbsp;Burris, 2007);&nbsp;<\/li>\n\n\n\n<li>Valorizzare la voce etica, incoraggiando la segnalazione di comportamenti scorretti o ingiusti, anche quando non sono direttamente \u201cpro-organizzazione\u201d (Chen &amp;&nbsp;Trevi\u00f1o, 2022);&nbsp;<\/li>\n\n\n\n<li>Integrare canali formali e informali, affiancando strumenti strutturati (survey, sportelli di ascolto) alla comunicazione spontanea (Knoll &amp; Redman, 2016);&nbsp;<\/li>\n\n\n\n<li>Agire su pi\u00f9 leve psicologiche, combinando sicurezza psicologica, senso di responsabilit\u00e0 e autostima organizzativa per rafforzare la voice (Liang et al., 2012).&nbsp;<\/li>\n<\/ul>\n\n\n\n<div style=\"height:50px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<div class=\"wp-block-buttons is-content-justification-center is-layout-flex wp-container-core-buttons-is-layout-3e41869c wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button has-custom-width wp-block-button__width-50 is-style-fill\"><a class=\"wp-block-button__link has-text-color has-background has-link-color has-text-align-center has-custom-font-size wp-element-button\" href=\"https:\/\/f0hkb.share-eu1.hsforms.com\/2WW5md6KPQcGvv5Oh5AraEw\" style=\"border-style:none;border-width:0px;border-top-left-radius:100px;border-top-right-radius:100px;border-bottom-left-radius:100px;border-bottom-right-radius:100px;color:#222222;background-color:#f2ff93;padding-top:255;padding-right:255;padding-bottom:255;padding-left:255;font-size:23px\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Iscriviti alla nostra Newsletter<\/strong><\/a><\/div>\n<\/div>\n\n\n\n<div style=\"height:80px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<h5 class=\"wp-block-heading\">Riferimenti<\/h5>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Aryee, S.,&nbsp;Walumbwa, F. O.,&nbsp;Mondejar, R., &amp; Chu, C. W. L. (2017). Core self-evaluations&nbsp;and&nbsp;employee&nbsp;voice&nbsp;behavior: Test of a dual-motivational&nbsp;pathway.&nbsp;<em>Journal of Management, 43<\/em>(3), 946\u2013966.&nbsp;<a href=\"https:\/\/psycnet.apa.org\/doi\/10.1177\/0149206314546192\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1177\/0149206314546192<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Chan, S. C. (2013).&nbsp;Paternalistic&nbsp;leadership and&nbsp;employee&nbsp;voice: Does information sharing&nbsp;matter?&nbsp;<em>Human Relations<\/em>,&nbsp;<em>67<\/em>(6), 667-693.&nbsp;<a href=\"https:\/\/doi.org\/10.1177\/0018726713503022\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1177\/0018726713503022<\/a>&nbsp;(Original&nbsp;work&nbsp;published&nbsp;2014)&nbsp;<br><\/li>\n\n\n\n<li>Chen, A., &amp;&nbsp;Trevi\u00f1o, L. K. (2022).&nbsp;Promotive&nbsp;and&nbsp;prohibitive&nbsp;ethical&nbsp;voice:&nbsp;Coworker&nbsp;emotions&nbsp;and support for the voice.&nbsp;<em>Journal of Applied&nbsp;Psychology, 107<\/em>(11), 1973\u20131994.&nbsp;<a href=\"https:\/\/psycnet.apa.org\/doi\/10.1037\/apl0001003\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1037\/apl0001003<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Detert, J. R., &amp;&nbsp;Burris, E. R. (2007). Leadership&nbsp;behavior&nbsp;and&nbsp;employee&nbsp;voice:&nbsp;Is&nbsp;the door&nbsp;really&nbsp;open?.&nbsp;<em>Academy of management journal<\/em>,&nbsp;<em>50<\/em>(4), 869-884.&nbsp;<a href=\"https:\/\/doi.org\/10.5465\/amj.2007.26279183\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.5465\/amj.2007.26279183<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Guo, L.,&nbsp;Decoster, S.,&nbsp;Babalola, M. T., De&nbsp;Schutter, L., Garba, O. A., &amp;&nbsp;Riisla, K. (2018).&nbsp;Authoritarian&nbsp;leadership and&nbsp;employee&nbsp;creativity: The&nbsp;moderating&nbsp;role&nbsp;of&nbsp;psychological&nbsp;capital and the&nbsp;mediating&nbsp;role&nbsp;of&nbsp;fear&nbsp;and&nbsp;defensive&nbsp;silence.&nbsp;<em>Journal of Business&nbsp;Research<\/em>,&nbsp;<em>92<\/em>, 219-230.&nbsp;<a href=\"https:\/\/doi.org\/10.1016\/j.jbusres.2018.07.034\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1016\/j.jbusres.2018.07.034<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Hershcovis, M. S., Vranjes, I.,&nbsp;Berdahl, J. L., &amp; Cortina, L. M. (2021). See no&nbsp;evil,&nbsp;hear&nbsp;no&nbsp;evil,&nbsp;speak&nbsp;no&nbsp;evil:&nbsp;Theorizing&nbsp;network&nbsp;silence&nbsp;around&nbsp;sexual&nbsp;harassment.&nbsp;<em>Journal of Applied&nbsp;Psychology, 106<\/em>(12), 1834\u20131847.&nbsp;<a href=\"https:\/\/psycnet.apa.org\/doi\/10.1037\/apl0000861\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1037\/apl0000861<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Hu, X., &amp; Jiang, Z. (2018).&nbsp;Employee-oriented&nbsp;HRM and voice&nbsp;behavior: a&nbsp;moderated&nbsp;mediation&nbsp;model of moral&nbsp;identity&nbsp;and trust in management.&nbsp;<em>The International Journal of Human Resource Management<\/em>,&nbsp;<em>29<\/em>(5), 746-771.&nbsp;<a href=\"https:\/\/doi.org\/10.1080\/09585192.2016.1255986\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1080\/09585192.2016.1255986<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Huang, L.,&nbsp;Krasikova, D. V., &amp;&nbsp;Harms, P. D. (2020).&nbsp;Avoiding&nbsp;or&nbsp;embracing&nbsp;social&nbsp;relationships? A&nbsp;conservation&nbsp;of&nbsp;resources&nbsp;perspective&nbsp;of leader&nbsp;narcissism, leader\u2013member&nbsp;exchange&nbsp;differentiation, and follower voice.&nbsp;<em>Journal of&nbsp;Organizational&nbsp;Behavior<\/em>,&nbsp;<em>41<\/em>(1), 77-92.&nbsp;<a href=\"https:\/\/doi.org\/10.1002\/job.2423\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1002\/job.2423<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Isaakyan, S.,&nbsp;Sherf, E. N.,&nbsp;Tangirala, S., &amp; Guenter, H. (2021). Keeping&nbsp;it&nbsp;between&nbsp;us:&nbsp;Managerial&nbsp;endorsement of public versus private voice.&nbsp;<em>Journal of Applied&nbsp;Psychology, 106<\/em>(7), 1049\u20131066.&nbsp;<a href=\"https:\/\/psycnet.apa.org\/doi\/10.1037\/apl0000816\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1037\/apl0000816<\/a><br>&nbsp;<\/li>\n\n\n\n<li>Knoll, M., &amp; Redman, T. (2016). Does the&nbsp;presence&nbsp;of voice&nbsp;imply&nbsp;the&nbsp;absence&nbsp;of&nbsp;silence? The&nbsp;necessity&nbsp;to&nbsp;consider&nbsp;employees\u2019&nbsp;affective&nbsp;attachment and job engagement.&nbsp;<em>Human Resource Management<\/em>,&nbsp;<em>55<\/em>(5), 829-844.&nbsp;<a href=\"https:\/\/doi.org\/10.1002\/hrm.21744\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1002\/hrm.21744<\/a><br><\/li>\n\n\n\n<li>Knoll, M., &amp; Van Dick, R. (2013). Do I&nbsp;hear&nbsp;the&nbsp;whistle\u2026? A first&nbsp;attempt&nbsp;to&nbsp;measure&nbsp;four&nbsp;forms&nbsp;of&nbsp;employee&nbsp;silence&nbsp;and&nbsp;their&nbsp;correlates.&nbsp;<em>Journal of business ethics<\/em>,&nbsp;<em>113<\/em>(2), 349-362.&nbsp;<a href=\"https:\/\/doi.org\/10.1007\/s10551-012-1308-4\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1007\/s10551-012-1308-4<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Knoll, M., Hall, R. J., &amp;&nbsp;Weigelt, O. (2019). A&nbsp;longitudinal&nbsp;study of the&nbsp;relationships&nbsp;between&nbsp;four&nbsp;differentially&nbsp;motivated&nbsp;forms&nbsp;of&nbsp;employee&nbsp;silence&nbsp;and burnout.&nbsp;<em>Journal of&nbsp;Occupational&nbsp;Health&nbsp;Psychology, 24<\/em>(5), 572\u2013589.&nbsp;<a href=\"https:\/\/psycnet.apa.org\/doi\/10.1037\/ocp0000143\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1037\/ocp0000143<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Knoll, M.,&nbsp;G\u00f6tz, M.,&nbsp;Adriasola, E., Al?Atwi, A. A., Arenas, A.,&nbsp;Atitsogbe, K. A., &#8230; &amp;&nbsp;Zacher, H. (2021). International&nbsp;differences&nbsp;in&nbsp;employee&nbsp;silence&nbsp;motives: Scale&nbsp;validation,&nbsp;prevalence, and&nbsp;relationships&nbsp;with culture&nbsp;characteristics&nbsp;across&nbsp;33 countries.&nbsp;<em>Journal of&nbsp;Organizational&nbsp;Behavior<\/em>,&nbsp;<em>42<\/em>(5), 619-648.&nbsp;<a href=\"https:\/\/doi.org\/10.1002\/job.2512\">https:\/\/doi.org\/10.1002\/job.2512<\/a><br><\/li>\n\n\n\n<li>Liang, J.,&nbsp;Farh, C. I., &amp;&nbsp;Farh, J. L. (2012).&nbsp;Psychological&nbsp;antecedents&nbsp;of&nbsp;promotive&nbsp;and&nbsp;prohibitive&nbsp;voice: A&nbsp;two-wave&nbsp;examination.&nbsp;<em>Academy of Management journal<\/em>,&nbsp;<em>55<\/em>(1), 71-92.&nbsp;<a href=\"https:\/\/doi.org\/10.5465\/amj.2010.0176\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.5465\/amj.2010.0176<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Liang, J., Shu, R., &amp;&nbsp;Farh, C. I. (2019).&nbsp;Differential&nbsp;implications&nbsp;of team&nbsp;member&nbsp;promotive&nbsp;and&nbsp;prohibitive&nbsp;voice on&nbsp;innovation&nbsp;performance in&nbsp;research&nbsp;and&nbsp;development&nbsp;project teams: A&nbsp;dialectic&nbsp;perspective.&nbsp;<em>Journal of&nbsp;Organizational&nbsp;Behavior<\/em>,&nbsp;<em>40<\/em>(1), 91-104.&nbsp;<a href=\"https:\/\/doi.org\/10.1002\/job.2325\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1002\/job.2325&nbsp;<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Morrison, E. W. (2023).&nbsp;Employee&nbsp;voice and&nbsp;silence:&nbsp;Taking&nbsp;stock a decade&nbsp;later.&nbsp;<em>Annual&nbsp;Review of&nbsp;Organizational&nbsp;Psychology&nbsp;and&nbsp;Organizational&nbsp;Behavior, 10,<\/em>&nbsp;79\u2013107.&nbsp;<a href=\"https:\/\/psycnet.apa.org\/doi\/10.1146\/annurev-orgpsych-120920-054654\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1146\/annurev-orgpsych-120920-054654<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Ng, T. W. H.,&nbsp;Hsu, D. Y., &amp; Parker, S. K. (2021).&nbsp;Received&nbsp;Respect&nbsp;and&nbsp;Constructive&nbsp;Voice: The&nbsp;Roles&nbsp;of&nbsp;Proactive&nbsp;Motivation&nbsp;and&nbsp;Perspective&nbsp;Taking.&nbsp;<em>Journal of Management<\/em>,&nbsp;<em>47<\/em>(2), 399-429.&nbsp;<a href=\"https:\/\/doi.org\/10.1177\/0149206319834660\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1177\/0149206319834660<\/a>&nbsp;<br><\/li>\n\n\n\n<li>R\u00f6llmann, L. F., Weiss, M., &amp;&nbsp;Zacher, H. (2021). Does voice benefit or&nbsp;harm&nbsp;occupational&nbsp;well?being? The&nbsp;role&nbsp;of job&nbsp;insecurity.&nbsp;<em>British Journal of Management<\/em>,&nbsp;<em>32<\/em>(3), 708-724.&nbsp;&nbsp;<a href=\"https:\/\/doi.org\/10.1111\/1467-8551.12471\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1111\/1467-8551.12471<\/a>&nbsp;<br><\/li>\n\n\n\n<li>Weiss, M., Kolbe, M., Grote, G.,&nbsp;Spahn, D. R., &amp; Grande, B. (2018).&nbsp;We&nbsp;can do&nbsp;it!&nbsp;Inclusive leader&nbsp;language&nbsp;promotes&nbsp;voice&nbsp;behavior&nbsp;in multi-professional&nbsp;teams.&nbsp;<em>The Leadership&nbsp;Quarterly, 29<\/em>(3), 389\u2013402.&nbsp;<a href=\"https:\/\/psycnet.apa.org\/doi\/10.1016\/j.leaqua.2017.09.002\" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/doi.org\/10.1016\/j.leaqua.2017.09.002<\/a>&nbsp;<\/li>\n<\/ul>\n\n\n\n<div style=\"height:99px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>","protected":false},"excerpt":{"rendered":"<p>Il tema della \u201cvoce\u201d e del \u201csilenzio\u201d dei dipendenti ha guadagnato crescente attenzione nel mondo della ricerca organizzativa. 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