• Elad N Sherf, Ruchi Sinha, Subrahmaniam Tangirala, and Nikhil Awasty.
• Leonard N. Stern School of Business, New York University.
• J Appl Psychol. 2018 Aug 1; 103 (8): 813-827.

AbstractVoice, or the expression of work-related suggestions or opinions, can help teams access and utilize members' privately held knowledge and skills and improve collective outcomes. However, recent research has suggested that sometimes, rather than encourage positive outcomes for teams, voice from members can have detrimental consequences. Extending this research, we highlight why it is important to consider voice centralization within teams, or the extent to which voice is predominantly emanating from only a few members rather than equally spread across all members. We argue that, under certain circumstances, voice centralization is harmful to the utilization of members' expertise in the team and, thereby, to team performance. Specifically, we propose that voice centralization is likely to have negative effects when it occurs around members who are more socially dominant or are less reflective. We find support for our arguments in a sample of 78 teams (319 team members) working on graduate student projects in a business school over a semester. Overall, through our theory and results, we showcase why it is important for future studies to examine the distribution of voice among team members. (PsycINFO Database Record(c) 2018 APA, all rights reserved).

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