Speaking up competently: A comparison of perceived competence in upward dissent strategies

Recent dissent research indicates that employees report using several different strategies for expressing their dissent to management and supervisors (i.e., upward dissent). The purpose of this study was to compare previously recognized upward dissent strategies in terms of perceived competence. Employees completed a survey instrument that asked them to assess the competence of different upward dissent strategies. Results indicate that employees perceived solution presentation to be the most competent upward dissent strategy, followed by direct-factual appeal, repetition, and circumvention. Threatening resignation was perceived as the least competent upward dissent strategy.