How Managers' Decision Making Efforts Promote Their Voice Aversion: The Critical Role of Power and Illusion of Control

Abstract

Abstract: This paper aims to explain when and why managers are more aversive to seeking and adopting advice. Based on the resource conservation theory, we study the effect of decision-making effort on voice aversion. We propose that decision-making effort promotes voice aversion via the mechanism of illusion of control. Moreover, this relationship is contingent on the power of managers. To examine our theory, we conduct questionnaire surveys among 191 managers and find that managers' decision-making effort is negatively related to voice solicitation and endorsement, which provides support on the promoting effect of decision-making effort on voice aversion. The results also support the mediating effect of illusory control on the relationship between decision-making effort and voice aversion. Finally, power moderates the relationship between decision-making effort and illusion of control such that low-power managers have higher illusion of control after their endeavor in decision-making than high-power managers, which reduces the likelihood of soliciting and endorsing others' advice. The study highlights the need to examine the antecedents of voice aversion from the perspective of managerial decisionmaking effort and furthers the understanding of when and why managers are more aversive to seeking and adopting advice via the role of illusory control and power.

Key words: decision-making effort, illusion of control, voice aversion, voice solicitation, voice endorsement

Guan Tao, Zhang Xiang, Chen Ying, Wu Riyuan. How Managers' Decision Making Efforts Promote Their Voice Aversion: The Critical Role of Power and Illusion of Control[J]. Management Review, 2025, 37(5): 168-179,205.

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