Can Ally Work Mobilize Voice? Male Leaders' Ally Work on Women's Pro‐Group Voice
研究男性领导者的两种盟友工作（自我聚焦型 vs. 关系聚焦型）对女性员工群体建言的差异化影响，发现自我聚焦型通过提升希望感更有效，且女性对智力的固定信念会增强该效应。
ABSTRACT Organizations rely on members from relatively advantaged social groups to act as allies. Yet, whether these individuals' ally work enables or inhibits those from relatively disadvantaged social groups to engage in social change efforts remains unclear. We focus on male leaders' ally work and draw on intergroup relations research to theorize its consequences. We expect that the type of ally work male leaders engage in can differentially impact female employees' pro‐group voice. Specifically, we expect self‐focused ally work (or when male leaders critically examine themselves) to be more effective in promoting women's pro‐group voice when compared to relational‐focused ally work (or when male leaders focus on building supportive relationships with women). Across three studies—a field study with working female employees (Study 1) and two experiments (Studies 2 and 3)—we test this prediction and find some support that the indirect effect of male leaders' self (vs. relational) ally work is mediated by female employees' increased feelings of hopefulness. Moreover, we theorize and find full support for our prediction that the indirect effect is stronger when female employees hold fixed (vs. incremental) theory about intelligence. Implications for theory and practice are discussed.