Table 2.

Data structure including first-order concepts, second-order themes, and aggregate dimensions.

Aggregate dimensions and second-order themes	First-order concepts and illustrative data
Closed listener response
Shutting down	Making self-unavailable for discussion    She always tries to avoid conflict [and] she sat in a different [USA] state-so she was able not to have to be involved. (Clarissa)    He just wasn't really around (Danielle)
	Ignoring    I feel like it's heard, but not really. Nothing's going to ever happen. But somebody else might present that information in a very similar fashion in a very similar way, but it may be discussed more. (Dennis)    I think in that situation, they just kind of wanted to brush it off because it would have involved an interaction with a high-level person. (Melanie)
	Hearing but overruling the speaker's perspective    It was more that my pushback was overruled I guess is what I would say. (Jacob)    I think that he felt like, hey, I've been in this business a lot longer than you have. I think I know what's best here. I think this is the way we do it. You know? Kind of discounting my experience and my viewpoint. (Tom)
Building
Expanding	Helping the speaker to build an idea    So then I contacted Yolanda, and we brainstormed and figured out, alright, what do we need to do from here? (Linda)    They were very open in listening and working with me in pitching on it…[sharing] different options, different scenarios, different past experiences, things like that. (Jody)
	Coaching    The conversations are always very much centered around me and what I said… So the conversations over time went from learning the business and learning what it takes to be a private banker to okay now you're doing them, what else do we need to do to make sure whenever we do flip the switch that you hit the ground running. (Jacob)    They kind of asked me, “Well, how do you think that went? What do you think was the outcome? What was good? What was not good? I mean, it's just – it's good for me [to discuss observations with seniors] because it's a good experience - because that's what I want to do. (Heidi)
Being with	Willingness to engage with the speaker around a difficult topic    At the time, I felt, you know, completely on Lone Island. But it was nice for her to be there when I was having a breakdown about it. (Melanie)    He took a customer complaint and [instead of] saying, “Why is this happening? What did you do wrong?” he actually asked me to explain to him what was going on, and listened to me. (Jason)
	Showing interest when it's not expected    It stands out because she's very high level. I feel like when you are at the bottom of the totem pole, then you can get your ideas up to the top, it's really nice. And then maybe some change can happen from it. (John)    And [local leader] came out, and she assisted us with our team engagement, and she actually listened to what the employees communicated to her. (Jennifer)
Acting
Using feedback	Using feedback to make a personal change    She listened to what we had to say, and she made a lot of changes of her own, which made a lot of changes just in general within our entire region. (Nancy)    I said if you let me work with you, I said I'm going to get you to where you want to be. And she says okay. And she did everything I told her to do, every single thing. (Andy)
Facilitating good work	Providing a requested tool    The minute he knew it [malfunctioning copier] was really, really making my job difficult, we had [a new one] within a month. (Felicia)    I first walked in and subsequently begin to ask questions, “When are we going to get remodeled, when are we going to get upgraded, when is…” and was relentless. I just got off a conference call yesterday that we'll be breaking ground in about sometime third quarter. (Lauren)
	Using input to make a change that benefits the organization or other individuals    [My boss] wanted to…lighten up the mood with everyone, and I gave him a suggestion… and he implemented it. (Felicia)
	So in this particular case, I kind of push it and I said, hey guys, why do we need to do this… We could potentially create a negative client impact or client experience… they finally, not necessarily said you're right but said, okay, because of this, we don't have to do that. (Sarah)
	Work-related solution creating    [My boss] came up with an idea around how to try to keep [a star employee], which involved increasing salary and a chance to manage. It would mean creating a new position. I mean, this is culturally and historically not easy to turn around when you're talking about a significant increase… I would say by two o'clock we had enough buy-in from key stakeholders [to make a counteroffer]. (Tom)    I needed some support…to help change the attitude of this employee. We didn't have anything internally to offer within the company, so we looked outside. We found something here locally, outside of the company. (Mark)
Supporting personal success	Creating a personally-beneficial solution    In my position here, it's [difficult to move up] … So in order to offset that, other ideas were brought to the table and saying okay, why don't we get you in touch with the appropriate person so you could learn more…increase your skillset. (Susan)    She…placed me in a banking center and then gave me then the opportunity to become a manager. (Jessica)
	Providing tangible help    He goes, “Why don't we do this? Since it involves one of my managers and one of my employees… I'll have the conversation.” So he took that off of my plate. (Cindy)
	Recently I was faced with a life-changing event…so I had to go to management and say, hey my life is about to take a change…[everyone] collectively surrounded me with whatever I needed. From time away, to “don't worry about this, we got it covered” to “what do you need?” (Charles)
Trying	Trying everything possible (e.g., connecting to a relevant authority)    He said I'm working on it, and I knew that he was working on it…he definitely knows exactly where I'm coming from (Frank)
	So I just sent her an email, and she went to HR with it, and we will know next week hopefully. (Justin)
Insufficient action
Ineffective action	Taking an action that's perceived as unhelpful    It's like a Band-Aid as opposed to like an actual fix in the system. (Cameron)    I told him I will always – I will take care of you. You know you don't have to worry about that. Well [one day, he] started screaming at the top of his lungs when he's walking down the hall. (Ned)
No action	Doing nothing when action or follow-up is expected    So they provided the opportunity to hear what I had to say, but I guess the outcome of that or the–what I hoped they had listened to didn't really take up. (James)    They take it in, they understand it; the problem is that this is not implemented, and we see that. You know, they don't, they take it in, they absorb it, they are very good at, you know, this is great. I'm glad you changed your ideas, blah, blah, blah. And we get that, and unfortunately, you still don't see a change (Andy)