Do They Like What I Have to Say? How and When Supervisor Voice Endorsement Predicts Work Engagement

Drawing on social exchange theory, in this study we develop and test a moderated mediation model of the relationship between voice endorsement and work engagement. Utilizing dyadic data from 87 supervisors and 427 subordinates, our results reveal that leader-member exchange mediated the relationship between voice endorsement and work engagement. Further, we found that perceived power distance moderated the positive relationship between voice endorsement and leader-member exchange, such that the relationship was stronger for employees reporting higher perceived power distance. Finally, perceived power distance also moderated the indirect effect of voice endorsement on work engagement via leader-member exchange, such that the indirect effect was stronger for employees high in perceived power distance. Theoretical and practical implications of our findings, as well as limitations and directions for future research, are discussed.