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The research of ethical leadership has emerged as an important topic in relation to understanding the effects of leadership within an organization. Besides, in the last decades, there are numerous studies have been done that investigate some extra role behaviors, their antecedents, and consquences. Though voice behavior is not required in one’s job, it can contribute directly to the organizational contextual performance and indirectly to the job performance of individual employee as well as the performance of the whole organization. In this study, we propose that leader-member exchange (LMX) as a mechanism reflecting how ethical leadership affects the voice behavior of employees. We develop a mediation model of the psychological processes linking perceptions of ethical leadership and employee voice. This study examined the relationship between ethical leadership, leader-member exchange and the two components of voice behavior, defined as promotive voice and prohibitive voice, using a sample of 1238 supervisor-subordinate dyads from Vietnamese service firms. Results showed that ethical leadership related positively to promotive voice and prohibitive voice. In addition, leader-member exchange mediated the relationship between ethical leadership and promotive voice as well as prohibitive voice. Limitations of the study, directions for future research, and implications of the findings are discussed.

Ethical Leadership Supports Voice Behavior: Evidence from Vietnamese Service Firms