Voice behavior and work engagement: the moderating role of supervisor‐attributed motives

Understanding employee voice behavior is a crucial aspect of organizing for high performance. In this paper, we extend previous studies and examine the consequences of voice behavior and boundary conditions of supervisor‐attributed motives. Data for the sample was collected from 206 supervisor–subordinate pairs from a variety of companies in T aiwan. Hierarchal regression analysis was performed to test our model. The results show that voice behavior was positively related to leader–member exchange ( LMX ), and LMX was positively associated with work engagement. Supervisor‐attributed motives moderate the relationship between voice behavior and LMX . Specifically, voice behavior may more strongly influence LMX when supervisors label voice behavior as being more prosocial and less motivated by impression management.