When and why voice to higher-up? Declaring the psychological mechanisms of subordinate's voice behavior in the public sector.

Abstract

Based on the leadership-member exchange perspective, this study proposes that subordinates are more likely to express their voice in a leader-supported work environment, and this relationship is stronger when they have close social ties with their supervisor. In the case of subordinates supported by supervisors, public service motivation serves as a psychological mechanism to promote them to express voice behavior. This study also explains the boundary effect of the supervisor-subordinate's guanxi perspective in affecting supervisor support and subordinate's voice behavior. A longitudinal survey of 136 front-line public officers has been conducted to check this theoretical model in China, and their data verified the moderated-mediation model results. Implications for management theory and practice are discussed.