When and why does voice sustain or stop? The roles of leader behaviours, power differential perception and psychological safety

Liu, Xin; Mao, Jih‐Yu; Chiang, Jack Ting‐Ju; Guo, Li; Zhang, Shanshan

doi:10.1111/apps.12432

Cited by 39Job Satisfaction and Organizational BehaviorWorkplace Violence and BullyingGender Diversity and Inequality

When and why does voice sustain or stop? The roles of leader behaviours, power differential perception and psychological safety

Liu, Xin, Mao, Jih‐Yu, Chiang, Jack Ting‐Ju, Guo, Li, Zhang, Shanshan·2023·Applied Psychology

DOI 10.1111/apps.12432

Open this paper in CoChat — free account

Abstract

Our research investigates when and why voice sustains or ceases at work. Based on the issue‐selling framework and approach/avoidance theory of power, we argue that leader humble behaviour is a power‐equalising behaviour that facilitates subsequent voice after present voice. By contrast, leader abusive behaviour is a power‐asymmetry‐exacerbating behaviour that inhibits subsequent voice after present voice. The results from one experiment conducted in the United States and one two‐wave, two‐source survey study conducted in China demonstrated that when employee present voice was accompanied by leader humble behaviour, employee psychological safety was enhanced, which, in turn, increased subsequent voice. However, when employee present voice was accompanied by leader abusive behaviour, employee psychological safety was reduced, which, in turn, decreased subsequent voice. The field study further demonstrated that power differential perception mediated the interactive effects of employee present voice and leader behaviours on employee psychological safety and, consequently, on subsequent voice.

Integrity signals

Registry

Crossref · 10.1111/apps.12432

Cites

84 of 84 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

This paper’s full text isn’t openly available, so its claims and self-check weren’t run. The registry and citation checks still apply.

Common method biases in behavioral research: A critical review of the literature and recommended remedies
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003) · Journal of Applied Psychology · doi:10.1037/0021-9010.88.5.879 · Cited by 82,194 · see citing works
Multiple regression: testing and interpreting interactions
(1992) · Choice Reviews Online · doi:10.5860/choice.29-3352 · Cited by 36,644 · see citing works
Psychological Safety and Learning Behavior in Work Teams
Edmondson, A. (1999) · Administrative Science Quarterly · doi:10.2307/2666999 · Cited by 12,026 · see citing works
The External Control of Organizations: A Resource Dependence Perspective
Reitz, H. J., Pfeffer, J., & Salancik, G. R. (1979) · Academy of Management Review · doi:10.2307/257794 · Cited by 9,392 · see citing works
Consequences of abusive supervision.
Tepper, B. J. (2000) · Academy of Management Journal · doi:10.2307/1556375 · Cited by 3,810 · see citing works
Power, approach, and inhibition.
Keltner, D., Gruenfeld, D. H., & Anderson, C. (2003) · Psychological Review · doi:10.1037/0033-295x.110.2.265 · Cited by 3,427 · see citing works
HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY.
Van Dyne, L., & LePine, J. A. (1998) · Academy of Management Journal · doi:10.2307/256902 · Cited by 3,178 · see citing works
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct
Edmondson, A. C., & Lei, Z. (2014) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-031413-091305 · Cited by 2,577 · see citing works
8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status
Magee, J. C., & Galinsky, A. D. (2008) · Academy of Management Annals · doi:10.5465/19416520802211628 · Cited by 2,385 · see citing works
Leadership Behavior and Employee Voice: Is the Door Really Open?
Detert, J. R., & Burris, E. R. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.26279183 · Cited by 2,250 · see citing works
Information technology as competitive advantage: the role of human, business, and technology resources
Powell, T. C., & Dent‐Micallef, A. (1997) · Strategic Management Journal · doi:10.1002/(sici)1097-0266(199705)18:5 · Cited by 2,074 · see citing works
The dynamics of proactivity at work
Grant, A. M., & Ashford, S. J. (2008) · Research in Organizational Behavior · doi:10.1016/j.riob.2008.04.002 · Cited by 2,057 · see citing works
Managing the Unexpected: Assuring High Performance in an Age of Complexity
(2002) · International Journal of Productivity and Performance Management · doi:10.1108/ws.2002.07951dae.003 · Cited by 1,927 · see citing works
Employee Voice Behavior: Integration and Directions for Future Research
Morrison, E. W. (2011) · Academy of Management Annals · doi:10.5465/19416520.2011.574506 · Cited by 1,803 · see citing works
Conceptualizing and testing random indirect effects and moderated mediation in multilevel models: New procedures and recommendations.
Bauer, D. J., Preacher, K. J., & Gil, K. M. (2006) · Psychological Methods · doi:10.1037/1082-989x.11.2.142 · Cited by 1,704 · see citing works
Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda
Tepper, B. J. (2007) · Journal of Management · doi:10.1177/0149206307300812 · Cited by 1,698 · see citing works
Employee Voice and Silence
Morrison, E. W. (2014) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-031413-091328 · Cited by 1,683 · see citing works
An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why*
Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003) · Journal of Management Studies · doi:10.1111/1467-6486.00387 · Cited by 1,671 · see citing works
Psychological Antecedents of Promotive and Prohibitive Voice: A Two-Wave Examination
Liang, J., Farh, C. I. C., & Farh, J.-L. (2012) · Academy of Management Journal · doi:10.5465/amj.2010.0176 · Cited by 1,647 · see citing works
Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams
Edmondson, A. C. (2003) · Journal of Management Studies · doi:10.1111/1467-6486.00386 · Cited by 1,635 · see citing works
Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs.
Mitchell, M. S., & Ambrose, M. L. (2007) · Journal of Applied Psychology · doi:10.1037/0021-9010.92.4.1159 · Cited by 1,514 · see citing works
Bias in Cross-Sectional Analyses of Longitudinal Mediation: Partial and Complete Mediation Under an Autoregressive Model
Maxwell, S. E., Cole, D. A., & Mitchell, M. A. (2011) · Multivariate Behavioral Research · doi:10.1080/00273171.2011.606716 · Cited by 1,391 · see citing works
Does culture influence what and how we think? Effects of priming individualism and collectivism.
Oyserman, D., & Lee, S. W. S. (2008) · Psychological Bulletin · doi:10.1037/0033-2909.134.2.311 · Cited by 1,390 · see citing works
Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination
Kirkman, B. L., Chen, G., Farh, J.-L., Chen, Z. X., & Lowe, K. B. (2009) · Academy of Management Journal · doi:10.5465/amj.2009.43669971 · Cited by 1,094 · see citing works
Introduction: Understanding and Dealing With Organizational Survey Nonresponse
Rogelberg, S. G., & Stanton, J. M. (2007) · Organizational Research Methods · doi:10.1177/1094428106294693 · Cited by 1,048 · see citing works
SELLING ISSUES TO TOP MANAGEMENT
Dutton, J. E., & Ashford, S. J. (1993) · Academy of Management Review · doi:10.5465/amr.1993.9309035145 · Cited by 970 · see citing works
Expressed humility in organizations: Implications for performance, teams, and leadership
Owens, B. P., Johnson, M. D., & Mitchell, T. R. (2013) · Organization Science · doi:10.1287/orsc.1120.0795 · Cited by 927 · see citing works
Modeling How to Grow: An Inductive Examination of Humble Leader Behaviors, Contingencies, and Outcomes
Owens, B. P., & Hekman, D. R. (2012) · Academy of Management Journal · doi:10.5465/amj.2010.0441 · Cited by 778 · see citing works
Field Methods in Cross-Cultural Research
Wood, V. R., Lonner, W. J., & Berry, J. W. (1988) · Journal of Marketing Research · doi:10.2307/3172934 · Cited by 761 · see citing works
Abusive supervision: A meta-analysis and empirical review
Mackey, J. D., Frieder, R. E., Brees, J. R., & Martinko, M. J. (2017) · Journal of Management · doi:10.1177/0149206315573997 · Cited by 706 · see citing works
Abusive Supervision
Tepper, B. J., Simon, L., & Park, H. M. (2017) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-041015-062539 · Cited by 640 · see citing works
Out on a Limb: The Role of Context and Impression Management in Selling Gender-Equity Issues
Ashford, S. J., Rothbard, N. P., Piderit, S. K., & Dutton, J. E. (1998) · Administrative Science Quarterly · doi:10.2307/2393590 · Cited by 632 · see citing works
A review of abusive supervision research
Martinko, M. J., Harvey, P., Brees, J. R., & Mackey, J. D. (2013) · Journal of Organizational Behavior · doi:10.1002/job.1888 · Cited by 602 · see citing works
Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors.
Maynes, T. D., & Podsakoff, P. M. (2013) · Journal of Applied Psychology · doi:10.1037/a0034284 · Cited by 571 · see citing works
Quitting before leaving: The mediating effects of psychological attachment and detachment on voice.
Burris, E. R., Detert, J. R., & Chiaburu, D. S. (2008) · Journal of Applied Psychology · doi:10.1037/0021-9010.93.4.912 · Cited by 570 · see citing works
Bringing humility to leadership: Antecedents and consequences of leader humility
Morris, J. A., Brotheridge, C. M., & Urbanski, J. C. (2005) · Human Relations · doi:10.1177/0018726705059929 · Cited by 545 · see citing works
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus
Owens, B. P., & Hekman, D. R. (2015) · Academy of Management Journal · doi:10.5465/amj.2013.0660 · Cited by 538 · see citing works
A Meta‐Analysis of Voice and Its Promotive and Prohibitive Forms: Identification of Key Associations, Distinctions, and Future Research Directions
Chamberlin, M., Newton, D. W., & Lepine, J. A. (2017) · Personnel Psychology · doi:10.1111/peps.12185 · Cited by 532 · see citing works
Speaking up in groups: A cross-level study of group voice climate and voice.
Morrison, E. W., Wheeler-Smith, S. L., & Kamdar, D. (2010) · Journal of Applied Psychology · doi:10.1037/a0020744 · Cited by 527 · see citing works
Trust and Distrust in Organizations: Dilemmas and Approaches
(2005) · Personnel Review · doi:10.1108/00483480510600083 · Cited by 513 · see citing works
Abusive supervision and subordinates’ organization deviance
Tepper, B. J., Henle, C. A., Lambert, L. S., Giacalone, R. A., & Duffy, M. K. (2008) · Journal of Applied Psychology · doi:10.1037/0021-9010.93.4.721 · Cited by 468 · see citing works
Power and status differentials in minority and majority group relations
Sachdev, I., & Bourhis, R. Y. (1991) · European Journal of Social Psychology · doi:10.1002/ejsp.2420210102 · Cited by 461 · see citing works
Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance.
Hu, J. J., Erdoğan, B., Jiang, K., Bauer, T. N., & Liu, S. (2017) · Journal of Applied Psychology · doi:10.1037/apl0000277 · Cited by 447 · see citing works
Differentiating the effects of status and power: A justice perspective.
Blader, S. L., & Chen, Y.-R. (2012) · Journal of Personality and Social Psychology · doi:10.1037/a0026651 · Cited by 427 · see citing works
Leader narcissism and follower outcomes: the counterbalancing effect of leader humility.
Owens, B. P., Wallace, A. S., & Waldman, D. A. (2015) · Journal of Applied Psychology · doi:10.1037/a0038698 · Cited by 407 · see citing works
The bad boss takes it all: How abusive supervision and leader–member exchange interact to influence employee silence
Xu, A. J., Loi, R. C. H., & Lam, L. W. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.03.002 · Cited by 397 · see citing works
Leader trust and employee voice: The moderating role of empowering leader behaviors
Gao, L., Janssen, O., & Shi, K. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.05.015 · Cited by 385 · see citing works
When Voice Matters
Bashshur, M. R., & Oc, B. (2014) · Journal of Management · doi:10.1177/0149206314558302 · Cited by 369 · see citing works
Abusive supervision and contextual performance: the mediating role of emotional exhaustion and the moderating role of work unit structure.
Aryee, S., Sun, L.-Y., Chen, Z. X. G., & Debrah, Y. A. (2008) · Management and Organization Review · doi:10.1111/j.1740-8784.2008.00118.x · Cited by 365 · see citing works
Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability.
Chiu, C., Owens, B. P., & Tesluk, P. E. (2016) · Journal of Applied Psychology · doi:10.1037/apl0000159 · Cited by 365 · see citing works
A suggestion to improve a day keeps your depletion away: Examining promotive and prohibitive voice behaviors within a regulatory focus and ego depletion framework.
Lin, S., & Johnson, R. E. (2015) · Journal of Applied Psychology · doi:10.1037/apl0000018 · Cited by 357 · see citing works
ASK AND YOU SHALL HEAR (BUT NOT ALWAYS): EXAMINING THE RELATIONSHIP BETWEEN MANAGER CONSULTATION AND EMPLOYEE VOICE
Tangirala, S., & Ramanujam, R. (2012) · Personnel Psychology · doi:10.1111/j.1744-6570.2012.01248.x · Cited by 314 · see citing works
I Just Can’t Control Myself: A Self-Regulation Perspective on the Abuse of Deviant Employees
Mawritz, M. B., Greenbaum, R. L., Butts, M. M., & Graham, K. A. (2016) · Academy of Management Journal · doi:10.5465/amj.2014.0409 · Cited by 268 · see citing works
Why and When Leaders’ Affective States Influence Employee Upward Voice
Liu, W., Song, Z., Li, X., & Liao, Z. (2017) · Academy of Management Journal · doi:10.5465/amj.2013.1082 · Cited by 241 · see citing works
When Does Voice Lead to Exit? It Depends on Leadership
McClean, E. J., Burris, E. R., & Detert, J. R. (2012) · Academy of Management Journal · doi:10.5465/amj.2011.0041 · Cited by 237 · see citing works
Why Are Abusive Supervisors Abusive? A Dual-system Self-control Model
Liang, L. H., Lian, H., Brown, D. J., Ferris, D. L., Hanig, S., & Keeping, L. M. (2015) · Academy of Management Journal · doi:10.5465/amj.2014.0651 · Cited by 236 · see citing works
Age and Tenure in Relation to Organizational Commitment: A Meta-Analysis
Cohen, A. G. (1993) · Basic and Applied Social Psychology · doi:10.1207/s15324834basp1402_2 · Cited by 235 · see citing works
Transformational leadership and employee voice behavior: A Pygmalion mechanism
Duan, J., Li, C., Xu, Y. Q., & Wu, C. (2016) · Journal of Organizational Behavior · doi:10.1002/job.2157 · Cited by 230 · see citing works
Perspectives on Power in Organizations
Anderson, C. P., & Brion, S. (2014) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-031413-091259 · Cited by 230 · see citing works
Doing right versus getting ahead: The effects of duty and achievement orientations on employees’ voice.
Tangirala, S., Kamdar, D., Venkataramani, V., & Parke, M. R. (2013) · Journal of Applied Psychology · doi:10.1037/a0033855 · Cited by 197 · see citing works
An Approach‐Inhibition Model of Employee Silence: The Joint Effects of Personal Sense of Power and Target Openness
Morrison, E. W., See, K. E., & Pan, C. (2014) · Personnel Psychology · doi:10.1111/peps.12087 · Cited by 193 · see citing works
Employee Machiavellianism to Unethical Behavior
Greenbaum, R. L., Hill, A., Mawritz, M. B., & Quade, M. J. (2014) · Journal of Management · doi:10.1177/0149206314535434 · Cited by 192 · see citing works
Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs
Zhu, W., He, H., Treviño, L. K., Chao, M. M., & Wang, W.-Y. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.01.004 · Cited by 189 · see citing works
The content of the message matters: The differential effects of promotive and prohibitive team voice on team productivity and safety performance gains.
Li, A. N., Liao, H., Tangirala, S., & Firth, B. M. (2017) · Journal of Applied Psychology · doi:10.1037/apl0000215 · Cited by 188 · see citing works
Why abusive supervision impacts employee ocb and cwb: A meta-analytic review of competing mediating mechanisms
Zhang, Y., Liu, X., Xu, S., Yang, L.-Q., & Bednall, T. C. (2019) · Journal of Management · doi:10.1177/0149206318823935 · Cited by 183 · see citing works
Self-citation
Organizational career growth and subsequent voice behavior: The role of affective commitment and gender
Wang, Q., Weng, Q. D., McElroy, J. C., Ashkanasy, N. M., & Lievens, F. (2014) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2014.03.004 · Cited by 172 · see citing works
Abusive supervision and subordinate performance: Instrumentality considerations in the emergence and consequences of abusive supervision.
Walter, F. H., Lam, C. K., van der Vegt, G. S., Huang, X., & Miao, Q. (2015) · Journal of Applied Psychology · doi:10.1037/a0038513 · Cited by 167 · see citing works
Employee voice and work engagement: Macro, meso, and micro-level drivers of convergence?
Kwon, B., Farndale, E., & Park, J. G. (2016) · Human Resource Management Review · doi:10.1016/j.hrmr.2016.04.005 · Cited by 160 · see citing works
Employee voice viewed through a cross-cultural lens
Kwon, B., & Farndale, E. (2018) · Human Resource Management Review · doi:10.1016/j.hrmr.2018.06.002 · Cited by 147 · see citing works
Changes in Perceived Supervisor Embeddedness: Effects on Employees’ Embeddedness, Organizational Trust, and Voice Behavior
Ng, T. W. H., & Feldman, D. C. (2013) · Personnel Psychology · doi:10.1111/peps.12025 · Cited by 142 · see citing works
Cultural Differences in Newcomer Feedback Seeking: A Comparison of the United States and Hong Kong
Morrison, E. W., Chen, Y., & Salgado, S. R. (2003) · Applied Psychology · doi:10.1111/j.1464-0597.2004.00158.x · Cited by 139 · see citing works
Paternalistic leadership and employee voice: Does information sharing matter?
Chan, S. C. H. (2013) · Human Relations · doi:10.1177/0018726713503022 · Cited by 127 · see citing works
The dispositional antecedents of promotive and prohibitive voice.
Kakkar, H., Tangirala, S., Srivastava, N. K., & Kamdar, D. (2016) · Journal of Applied Psychology · doi:10.1037/apl0000130 · Cited by 119 · see citing works
When do emotionally exhausted employees speak up? Exploring the potential curvilinear relationship between emotional exhaustion and voice
Qin, X., DiRenzo, M. S., Xu, M., & Duan, Y. (2014) · Journal of Organizational Behavior · doi:10.1002/job.1948 · Cited by 117 · see citing works
The Voice Bystander Effect: How Information Redundancy Inhibits Employee Voice
Hussain, I., Shu, R., Tangirala, S., & Ekkirala, S. (2018) · Academy of Management Journal · doi:10.5465/amj.2017.0245 · Cited by 105 · see citing works
The Dimensions and Mechanisms of Mindfulness in Regulating Aggressive Behaviors
Liang, L.-D. H., Brown, D. J., Ferris, D. L., Hanig, S., Lian, H.-W., & Keeping, L. M. (2017) · Journal of Applied Psychology · doi:10.1037/apl0000283 · Cited by 99 · see citing works
Voice resilience: Fostering future voice after non‐endorsement of suggestions
King, D. D., Ryan, A. M., & Dyne, L. V. (2019) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12275 · Cited by 83 · see citing works
How Voice Emerges and Develops in Newly Formed Supervisor–Employee Dyads
Li, A. N., & Tangirala, S. (2020) · Academy of Management Journal · doi:10.5465/amj.2018.0961 · Cited by 51 · see citing works
Voice for oneself: Self‐interested voice and its antecedents and consequences
Duan, J., Xu, Y. Q., Wang, X., Wu, C., & Wang, Y. (2020) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12334 · Cited by 50 · see citing works
Shooting from the Hip: A Habit Perspective of Voice
Lam, C. F., Rees, L. L., Levesque, L. L., & Ornstein, S. (2017) · Academy of Management Review · doi:10.5465/amr.2015.0366 · Cited by 49 · see citing works
Employee voice and coworker support: The roles of employee job demands and coworker voice expectation
Liu, X., Zheng, X., Ni, D., & Harms, P. D. (2022) · Journal of Organizational Behavior · doi:10.1002/job.2621 · Cited by 42 · see citing works
Self-citation
The curvilinear relationship between job satisfaction and employee voice: Speaking up for the organization and the self
Lin, X., Lam, L. W., & Zhang, L. L. (2019) · Asia Pacific Journal of Management · doi:10.1007/s10490-018-9622-8 · Cited by 39 · see citing works
Felt obligations to reciprocate to an employer, preferences for mobility across employers, and gender: Three-way interaction effects on subsequent voice behavior
Ng, T. W. H., & Feldman, D. C. (2015) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2015.07.005 · Cited by 37 · see citing works
Fight and flight: A contingency model of third parties’ approach-avoidance reactions to peer abusive supervision
Zhang, Y., Liu, X., & Chen, W. (2020) · Journal of Business and Psychology · doi:10.1007/s10869-019-09650-x · Cited by 35 · see citing works
Self-citation

Flagged first, then by citations

Sorted by citations

Leader prohibitive voice shapes employee voice through psychological safety moderated by self-efficacy and generational differences
Tian, X., Chae, H., Song, D., & Zhang, Y. (2025) · Scientific Reports · doi:10.1038/s41598-025-17500-5 · Cited by 10 · see citing works
“Humble leaders create an environment where employees feel secure in expressing concerns, reinforcing that their input is not only tolerated but essential for organizational improvement 49,50 .”

Linking Abusive Supervision to Promotive and Prohibitive Voice Behavior: Testing the Mediating Roles of Work Engagement and Negative Reciprocity
Wu, J., & Du, Y. (2022) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph19095498 · Cited by 15 · see citing works
Can subordinate voice prevail with abusive supervision?
Gopakumar, K. V., & Singh, S. (2019) · Management Research Review · doi:10.1108/mrr-07-2019-0324 · Cited by 5 · see citing works
Moderating Role of Resilience: When Abusive Supervision Impacts Distributive Justice and Employees' Voice
Khan, R., & Siddiqui, S. H. (2019) · International Journal of Contemporary Economics and Administrative Sciences · doi:10.5281/zenodo.3596111 · Cited by 7 · see citing works
Why and When Abusive Supervision Harms Voice: A Matter of Trust and Employee Regulatory Focus
Kwon, S., Gwak, J., Mah, S., et al. (2020) · Academy of Management Proceedings · doi:10.5465/ambpp.2020.18344abstract · Cited by 1 · see citing works
An identity threat perspective on why and when employee voice brings abusive supervision
Wu, L., Long, A., Hu, C., & Xu, Y. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1133480 · Cited by 8 · see citing works

Authors: Liu, X., Mao, J., Chiang, J. T., Guo, L., & Zhang, S.
Affiliations: Renmin University of China (CN)
University of Nottingham Ningbo China (CN)
Peking University (CN)
University of International Business and Economics (CN)
Corresponding author: Mao, Jih‐Yu
ORCID: Liu, Xin
Mao, Jih‐Yu
Chiang, Jack Ting‐Ju
Guo, Li
Zhang, Shanshan
Venue: Applied Psychology
Publisher: Wiley
Published: 2022-09-27
Volume: 72
Issue: 3
Pages: 1209-1247
ISSN: 0269-994X (ISSN-L)
1464-0597
DOI: 10.1111/apps.12432
OpenAlex: W4296110808
Cited by: 39
References: 84
Citations by year: 2026: 10 · 2025: 11 · 2024: 11 · 2023: 6 · 2022: 1
FWCI: 6.85
Type: journal article
Language: en
Open access: closed
Licence: onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations: Applied Psychology (publishedVersion)
Funders: National Natural Science Foundation of China (72002214, 72072005, 72102040)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Sociology and Political Science › Workplace Violence and Bullying
Social Sciences › Gender Studies › Gender Diversity and Inequality
Keywords: employee voice, psychological safety, power equalization, power imbalance

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

When and why does voice sustain or stop? The roles of leader behaviours, power differential perception and psychological safety

Abstract

Integrity signals

Claims the paper makes

Cites

Cited by

Related

Record

About these checks