This study aims to examine how psychological safety and organizational identification mediate the relationship between perceived ethical leadership and employee voice, drawing on the social identity theory.
Data were collected from 500 employees across various sectors in India using a time-lagged design with two waves. Stratified random sampling ensured sectoral representation. Structural equation modeling (SEM) was used to test the hypothesized mediation model.
Perceived ethical leadership style positively influenced employee voice both directly and indirectly through psychological safety and organizational identification. Both mediators significantly explained how ethical leadership style fosters voice behavior.
Grounded in Social Identity Theory, the findings suggest that ethical leadership enhances employee voice by fostering psychological safety and strengthening organizational identification. This highlights the role of ethical leaders in shaping a positive identity among employees, encouraging them to speak up and engage more openly within the organization.
Promoting ethical leadership can enhance employee voice by improving psychological safety and organizational identification. Organizations should invest in leadership development and supportive cultures to encourage open communication.
This study adds to leadership and voice literature by identifying dual mediating mechanisms and offering insights from the Indian context using a rigorous time-lagged design and SEM.
