Abstract
We theorized and tested the process through which leader learning orientation influences employee voice behavior. Data were collected from 521 employees and 72 supervisors in a variety of companies located in Southeast China. Hierarchical linear modeling results showed that leader learning orientation was significantly related to employee voice behavior, and managerial openness mediated this relationship. Moreover, cross-level interaction result revealed that felt obligation for constructive changes moderated the relationship between managerial openness and employ voice behavior: this relationship was positive only among employees with high felt obligation. Implications for the theory and practice of leadership and voice behavior are then discussed.
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