Creating Cultures of Voice: Why Openness Matters More Than Charisma in Leadership

In academic libraries and across higher education institutions, we often say our doors are open to feedback. But is that enough? A compelling study by James R. Detert and Ethan R. Burris, "Leadership Behavior and Employee Voice: Is the Door Really Open?" challenges us to consider whether openness is truly being practiced—or merely proclaimed.

The study defines voice as the discretionary act of sharing ideas or concerns intended to improve the organization. Importantly, these contributions are often risky. Speaking up might mean questioning a long-standing practice or pointing out a flaw in a process overseen by someone in power. Without trust, feedback stalls, and valuable insights never leave the employee’s internal monologue.

When Silence Isn’t a Sign of Agreement

At a midsize college library, an early-career librarian—let’s call her Maya—noticed a recurring issue. Students regularly struggled to navigate the library’s digital search tools, often giving up and asking for help after running into dead ends. Maya had an idea: reconfigure the default search interface and create a new onboarding tutorial for first-year students.

But Maya didn’t share her idea. She’d seen colleagues offer suggestions in the past, only to be met with vague nods, no follow-up, and sometimes subtle penalties like being passed over for committee work. While the library director often spoke about having an open-door policy, Maya wasn’t sure what would actually happen if she walked through it.

Eventually, after months of hallway conversations and encouragement from peers, Maya did share the idea—at a staff meeting where the director had recently begun making a visible effort to solicit suggestions and act on them publicly. This time, the response was different. The director asked follow-up questions, scheduled a meeting to dig into the concept, and ultimately implemented the change with Maya’s leadership. It made a noticeable difference in student satisfaction.

Openness Matters More Than Inspiration

Maya’s story illustrates a central finding in Detert and Burris’s research: managerial openness—not charisma—is most consistently associated with employee voice. While transformational leaders may inspire vision and purpose, the study shows that behaviors like listening carefully, giving fair consideration to suggestions, and taking visible action are far more effective at encouraging staff to speak up.

Leadership, in this sense, is not about making a powerful speech. It’s about creating the conditions where staff believe their voice will be heard, valued, and safe to express.

Psychological Safety Is the Precondition

Maya spoke up only when she felt the risks of doing so were outweighed by the perceived safety. That’s the core of psychological safety—the belief that one can speak up without fear of punishment or humiliation. The study highlights that this safety is not theoretical. It’s built through everyday interactions: a thoughtful response to a concern, a transparent follow-up, or even just a sincere “tell me more.”

Without that groundwork, even the most motivated employees may stay silent.

High Performers Are Especially Attuned

The study also finds that high-performing employees are particularly responsive to leadership behavior. These individuals often have more ideas and more awareness of what’s not working—but they’re also more likely to stay silent if the environment doesn’t feel supportive. In other words, it’s not just your quiet employees who may be holding back. It might be your most insightful ones.

Lessons for Academic Library and Higher Ed Leaders

For library directors, department chairs, and higher education leaders, the implications are clear:

• Don’t just say you’re open—show it. Consistent, demonstrated behaviors matter more than stated values.

• Respond publicly and follow through. Feedback loops matter. If employees see action, they’re more likely to offer ideas.

• Train for feedback literacy. Managers need to practice non-defensive listening and staff need coaching on how to raise ideas effectively.

• Pay attention to who is not speaking. Silence is not the same as agreement.

Moving from Espoused Values to Everyday Practice

Leadership is not just about being visionary; it’s about creating a culture where innovation doesn’t rely on courage. Maya’s story could have ended differently. For many employees, it does. Organizations lose out on valuable insights not because people don’t care—but because they don’t feel safe.

Managerial openness—more than charisma—can turn a culture of silence into one of contribution. It’s not a grand act. It’s a daily practice.