Abstract
In this study we identified leader mindfulness as a characteristic relevant to facilitating employee voice behavior, and examined leader–member exchange (LMX) as a mediator of this relationship. Via a field study of supervisor–subordinate dyads (197 subordinates and 62 supervisors) in a large retailing company in East China, we revealed a partial mediation model in which leader mindfulness was positively related to employee voice behavior both directly and indirectly through LMX. Our findings suggest that attention should be paid to mindfulness in organizations, and leaders should aim to develop highquality LMX relationships with their subordinates.
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