Do you really voice for constructiveness? Investigating when and how constructively delivered employee voice fails to be enacted

Purpose Constructive voice delivery remains a valuable strategy for enhancing managerial voice endorsement. However, its effectiveness may be weakened by how employees present themselves. Drawing on the principle of distinctiveness within attribution theory, this study examines how inconsistencies between employees’ expression of ideas and presentation of strengths influence managerial perceptions and voice endorsement. Design/methodology/approach A multi-source and multi-wave field study was conducted to investigate how employee-exaggerated self-enhancement affects managerial instrumental attribution and subsequent endorsement of constructively delivered voice. Findings The results reveal that employees exhibiting exaggerated self-enhancement are less likely to receive managerial endorsement for their constructively delivered voice, as managers may interpret their voice as instrumental. Originality/value This study highlights that employees’ voice expression and self-presentation are distinct yet interconnected forms of self-expression that shape managerial reactions to employee voice. It offers a more nuanced perspective on how self-expression influences managerial voice endorsement.