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 behavior is a power-equalizing behavior that facilitates subsequent voice after present voice. By contrast, leader abusive behavior is a power-asymmetry-exacerbating behavior 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 behavior, employee psychological safety was enhanced, which, in turn, increased subsequent voice. However, when employee present voice was accompanied by leader abusive behavior, 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 behaviors on employee psychological safety and, consequently, on subsequent voice.