Revisiting the relationship between LMX and voice: From a conservation of resource theory perspective

Does a good relationship with leaders always lead to more employee voice? Previous theory and research have suggested that good work-related relationships with leaders (i.e. Leader-member exchange, LMX) result in increased levels of voice behavior as employees often feel obligation to reciprocate by speaking up their ideas proactively. However, this paper challenges the assumption that LMX leads to more voice, and argue that the relationship between LMX and voice is more complex. Drawing on conservation of resource (COR) theory, this study suggests that those who have high-quality of LMX would avoid voice, which is risky behavior, to protect the favorable relationship with his or her leader. Specifically, it is examined that LMX can lead to decreased level of voice through creation of façades of conformity. Also, power distance orientation is considered as a boundary condition that unleashes either the effects of LMX on facades or negative indirect effects of LMX on voice through facades. Multisource data from 66 leaders and 252 of their direct members in Korean companies support the hypothesized model and indicate that LMX is negatively related to voice via facades of conformity. Moreover, as predicted, the moderation and moderated mediation effects of power distance was supported. These findings highlight the importance of considering more complicated relationship between LMX and employee voice, how and when dose it influence employee voice negatively. Theoretical and practical implications are discussed.