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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.
Liu et al. (Thu,) studied this question.