The Enablement of Lecturers' Voice through Shared Leadership: A Moderated Mediation Model

This study explores the association between shared leadership and voice behavior among full-time university lecturers, employing moderated mediation modeling.While the impact of shared leadership on team outcomes is well-documented, limited research delves into its role in fostering employee voice.Findings from a sample of 440 full-time lecturers reveal that shared leadership indirectly promotes both promotive and prohibitive voice by enhancing psychological capital, with organizational identification strengthening these effects.The results offer empirical insights for university administrators seeking to encourage lecturers' voice behavior.However, the study's generalizability may be constrained by the sample and reliance on self-reported measures.Further exploration, comparing shared and traditional leadership, along with more objective assessments, is warranted to substantiate these conclusions.