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Workplace voice is well-established and encompasses behaviors such as prosocial voice, informal complaints, grievance filing, and whistleblowing, and it focuses on interactions between the employee and supervisor or the employee and the organizational collective. In contrast, our chapter focuses on employee prosocial advocacy voice (PAV), which the authors define as prosocial voice behaviors aimed at preventing harm or promoting constructive changes by advocating on behalf of others. In the context of a healthcare organization, low quality and unsafe patient care are salient and objectionable states in which voice can motivate actions on behalf of the patient to improve information exchanges, governance, and outreach activities for safer outcomes. The authors draw from the theory and research on responsibility to intersect with theories on information processing, accountability, and stakeholders that operate through voice between the employee-patient, employee-coworker, and employee-profession, respectively, to propose a model of PAV in patient-centered healthcare. The authors complete the model by suggesting intervening influences and barriers to PAV that may affect patient-centered outcomes.

This study examined the relationship between safety climate and employees' voluntary work behaviours (i.e. organisational citizenship behaviour and counterproductive work behaviour). It also examined the moderating role of employees' voice on the relationship between safety climate and employees' voluntary work behaviours.

Using the quantitative survey research design, data were collected from 220 respondents from three manufacturing companies in Accra, Ghana. Pearson's correlation test (r) and hierarchical multiple regression were used for data analysis.

Results showed that safety climate plays a significant role in predicting employees' voluntary work behaviours. Also, employees' voice was found to moderate the relationship between safety climate and organisational citizenship behaviour but does not moderate the relationship between safety climate and counterproductive work behaviour.

Data was collected from manufacturing firms in the Greater Accra Region of Ghana; hence, the findings may be limited to just the manufacturing industry in the Ghanaian setting.

This paper positions safety climate as a catalyst for positive voluntary work behaviours in the workplace and an antidote to negative workplace behaviours. It also highlights the role of employees' voice in enhancing positive voluntary workplace behaviours of employees.

To improve unsafe workplace of Chinese SMEs, this paper aims to use the multi-agent simulation experiment to reveal the relationship between employees’ safety voice and safety level of enterprises.

Through simulation of employees’ safety voice activities, enterprises’ production activities, enterprises’ safety activities, an experiment platform is built. The experiment introduces external variable of labor resource and sets four experimental situations considering whether labor resource is sufficient and whether employees’ value is significant.

The result shows that not all the employees’ safety voice can change small- and medium-sized enterprises’ safety level. When there is sufficient labor supply, employee safety voice cannot improve the safety level of enterprises; when there is short of labor and employee safety voice is strong, safety level can be effectively improved. When employees have the strikingly different value variance, safety voice of common employees cannot improve safety level of enterprises, but employee safety voice with high value can improve safety level.

This fully provides that under the circumstances of disappearing demographic dividend in China, improving employees’ safety awareness and reasonably using their safety voice can boost SMEs to enhance safety level.

The world is witnessing enormous changes due to the outbreak of the COVID-19 epidemic. One of the unkind changes is the increased downsizing and layoffs, which has led to a situation of job insecurity. Moreover, due to the unavailability of a cure for the pandemic, the businesses have started their operations with added safety measures that demand a high level of employee safety behavior. But how job insecurity and safety voice may stay in one sheath is an area that requires attention. Hence, this study investigates the impact of job insecurity on employees' safety voice behavior in a COVID-19 outbreak, through serial mediation mechanisms of organizational support and trust.

Data has been collected through a structured questionnaire from the sample (N = 213) of employees of service organizations.

Findings of the study reveal that job insecurity is not directly linked with safety voice behavior, and therefore full mediation through perceived organizational support and trust is supported is proved.

This study covers the investigation of job insecurity, during pandemic COVID-19, and its effects on safety voice. It also explains the mechanism between the variables of interest through perceived organizational support and trust in the organization. The study is a timely contribution to the existing literature and offers both theoretical and managerial implications.

Employee voice behavior is an important source of corporate competitiveness but employees often face difficulties in voicing their opinions. This research analyzes how authentic leadership may increase psychological safety perceived by employees, consequently encouraging employees to actively share their ideas. In addition, the authors explore the unique concept of Zhongyong thinking, a way of thinking that is common in cultures rooted in Confucianism. The authors analyze how Zhongyong thinking may affect the relationship between psychological safety and employee voice behavior.

For the empirical analysis of authentic leadership and employee voice behavior in the Chinese context, the authors distributed surveys to employees working in various different industries in various provinces in China. The authors distributed 250 surveys in total and 213 surveys were used for analyses.

The authors' empirical analyzes illustrate that authentic leadership increases employee voice behavior, partially mediated by psychological safety. The authors also analyzed how psychological safety's effect on employee voice behavior could be moderated by Zhongyong thinking. The results demonstrate that the effect of psychological safety on voice behavior is weaker when employees are capable of exercising Zhongyong thinking.

Zhongyong thinking is still a relatively new concept that has not been studied thoroughly, and to the authors' knowledge, Zhongyong thinking has never been studied as a moderator in the relationship between psychological safety and employee voice behavior.

Drawing on engagement theory, this study aims to examine how leader–member relationships, including on-work relationship (leader–member exchange [LMX]) and off-work relationship (leader–member guanxi [LMG]), influence employees’ promotive and prohibitive voice. Furthermore, the study uses procedural justice as the moderator to distinguish the effects of LMG and LMX on employees’ psychological states and voice through a mediated moderation model.

The authors use a sample from a private and local company in Southern China to test their theoretical model.

The study finds that both LMG and LMX have positive effects on employees’ voice behavior through employees’ psychological states (psychological meaningfulness and psychological safety).

In a Chinese context, leaders have a more direct and powerful influence on employees than their counterparts in the Western society. Thus, the findings of LMX and LMG may not be generalizable to a Western context. A possible extension is to examine and compare the effects of social context (e.g., off-work leader–member relationship) on voice between the East and the West.

One important implication is that off-work relationship should be used by managers to encourage employee voice.

This study enriches the antecedents of voice with a new dimension of leader–member relationship, namely, LMG.

This study aims to explore the impact of leader emotional labor on employee voice. According to the emotion as information theory and the voice as a deliberate decision-making process framework, this study develops and tests a model that examines the mediating effects of psychological safety and perceived voice efficacy in this relationship.

This study conducted two studies to test hypotheses. Study 1 used a quantitative research methodology using a two-wave survey of 435 employees and 58 leaders in China. The research model was analyzed using multilevel path analyses. Study 2 collected 301 full-time employees from Prolific Platform. Hypotheses were tested using Mplus.

The results in Study 1 reveal that leader deep acting has a positive indirect relationship with employee voice via psychological safety. Conversely, leader surface acting has a negative indirect effect on employee voice through psychological safety. The results in Study 2 supported the hypotheses.

This study contributes to the voice as a deliberative process literature by introducing leader emotional labor as an antecedent of voice behavior. Additionally, this study indicates that perceived psychological safety and perceived voice efficacy are two important mediating mechanisms for implementing voice behavior.

Despite the increasing prominence of employee voice in organizational innovation and productivity, employees continue to struggle to influence matters that affect them at work. The purpose of this paper is to model work group context and manager behavior as the predictors of employee upward voice. Further, a mediating role of employee psychological safety is examined in this link.

With data from 575 employees representing various technology firms in India, the authors test the hypothesized relationships using covariance-based structural equation modeling.

Results indicate coworkers upward voice and manager pro-voice behavior to significantly impact employee upward voice with a mediating impact of psychological safety. This implies that perceived psychological safety plays a significant role in explaining the impact, coworkers and manager behavior would have on regulating employee upward voice.

This study contributes to the employee voice literature from an Indian context, where upward communication is culturally discouraged.

The purpose of this study is to explore the relationship between empowering leadership and employees’ constructive voice behavior in the present organizational dynamics. The authors propose a moderated mediation model to investigate the relationship between empowering leadership, employees’ core self-evaluation, psychological safety and constructive voice.

The authors collected survey data from a sample of 282 service executives across Indian organizations. This study uses SPSS Process macro (moderated mediation model) to analyze the data collected. Additionally, the authors have used moderation graph to elucidate the interaction effect.

The results suggest that empowering leadership positively affects employees’ constructive voice behavior. Supporting results were observed for the mediating impact of psychological safety between empowering leadership and constructive voice, and moderating role of core self-evaluation between empowering leadership and psychological safety.

The small sample size limits the study from drawing generalizations. Other potential limitations are discussed, too.

Significant impact of empowering leadership on voice behavior highlights the importance of style of leadership adopted; a 360-degree appraisal of leaders can be conducted to identify proper empowering leaders. The moderating role of core self-evaluation implies that employees who perceive themselves competent may only offer constructive suggestions even if they work in a psychologically safe environment.

This paper is the first to explore the relationship between a new form of leadership style, empowering leadership and employees’ constructive voice behavior, and is, thus, relevant for employers who expect their employees to contribute in the form of ideas, suggestions and concerns towards the growth of the company.

This research aims to examine the influence of workers' identification with their supervisors on safety behaviour in construction projects.

Employing the job demands–resources theory, this research tested the relationships among relational identification as a personal resource, respectful engagement as a job resource, employee safety voice as a positive work behaviour and safety behaviour as the outcome. Partial least squares structural equation modelling (PLS-SEM) was used to analyse 120 quantitative data collected using a questionnaire survey.

Relational identification, which reflects workers' identification with their supervisors, is a significant predictor of safety behaviour. Furthermore, respectful engagement and employee safety voice sequentially mediate the relationship between relational identification and safety behaviour.

The internalisation of safety norms, values and practices in construction projects is contingent on the identification of workers with their supervisors.

Safety behaviour of workers is a significant predictor of safety performance in construction projects. Research on numerous antecedents of safety behaviour points out that leadership is a significant predictor of construction workers' safe behaviour. Contributing to research on construction safety leadership, this research found that leader-subordinate relationship is key to make construction workers more psychologically ready to internalise the importance of safety behaviours at work.