Abstract
Existing research has established a link between leader–member exchange (LMX) and employee voice. However, there is still a wide scope for exploring the mechanisms of this relationship. From the perspective of traditional Chinese values, we investigated the mediating role of Zhongyong thinking in the relationship between LMX and employee voice. We conducted a field survey with 252 employees of a state-owned organization in China. Results of structural equation modeling show there was a significant and positive relationship between LMX and employee voice. Additionally, Zhongyong thinking was an important mediating mechanism. This study indicates voice behavior can be fostered by establishing a high-quality LMX relationship and cultivating Zhongyong thinking among employees. Suggestions for future research are offered.
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