When Persistence Finds Its Voice: How Work Adversity Strengthens Tenacious Expression

What is it about?

This study investigates how employees’ tenacity—their enduring determination and persistence—drives problem-focused voice, or the willingness to speak up with constructive suggestions to address work problems. Drawing on Conservation of Resources (COR) theory and Affective Events Theory (AET), the authors argue that tenacity helps employees convert challenging or emotionally charged work experiences into proactive communication, especially when the social and organizational climate is less supportive. Using survey data from employees in Mexican organizations, this study finds that tenacity strengthens voice behavior when goal congruence, trust, and organizational support for change are low. In such settings, tenacious employees—driven by personal goals—speak up to correct misalignment and inefficiency. When trust is limited and leaders resist change, they use voice to regain control and promote improvement from the bottom up. Conversely, when alignment and support are high, employees feel less need to voice concerns, expecting issues to be addressed internally. Taken together, the findings suggest that voice can emerge from persistence and dissatisfaction, not just comfort or consensus. For leaders, this means that employee dissent may signal commitment rather than disloyalty. Encouraging constructive voice—especially from tenacious individuals—can help organizations detect misalignment early, address inefficiencies, and foster a culture where speaking up drives improvement and adaptive change instead of conflict or resistance.

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Photo by Vitaly Gariev on Unsplash

Photo by Vitaly Gariev on Unsplash

Why is it important?

This study is unique because it reveals that low relational and organizational support can heighten the energizing effect of tenacity in driving problem-solving voice. It shows how workplace adversity can motivate persistent employees to act, reframing voice as a restorative behavior that helps them regain control and efficacy. It challenges traditional assumptions by showing that voice can emerge not from support, but from its absence—when determination turns frustration into constructive change. The research is also timely, reflecting the realities of today’s uncertain and politically charged workplaces, where support is often uneven and rapid change breeds misalignment. Conducted in Mexico, it demonstrates how culturally rooted values of perseverance and respect can coexist with assertive expression. The findings advance both theory and practice by illustrating that employees may speak up because of adversity, not despite it—when misaligned goals, low trust, and limited organizational support make persistence the only viable route to improvement and renewal.