The purpose of this paper is to investigate the motivational mechanisms of felt obligation and intrinsic motivation by which felt trust affects promotive voice behaviour and to differentiate the role of two dimensions of felt trust (i.e. felt reliance and felt disclosure).
Self-report data were collected from 269 employees using a two-wave online survey with one-month intervals. A cross-lagged panel model and structural equation modeling were used to test the hypotheses.
Felt reliance has a positive and significant effect on voice behaviour whereas felt disclosure does not. The relationship between felt reliance and voice behaviour is mediated by felt obligation and intrinsic motivation. Moreover, felt disclosure can indirectly affect voice behaviour through intrinsic motivation.
Leaders could make employees feel trusted to promote voice behaviour by allowing latitude and providing information at work. Exhibiting reliance through empowerment and delegation is superior to disclosing personal information.
This paper contributes to the felt trust literature by investigating whether and how felt trust affects voice behaviour and by differentiating two dimensions of felt trust.
