The “double-edged sword” effect of shared leadership on employee voice behavior

This study makes three key contributions to the literature: first, it advances a nuanced understanding of the relationship between shared leadership and employee voice behavior. Second, by examining the moderating role of employee empowerment expectations, it elucidates boundary conditions influencing this relationship. Third, the findings underscore the criticality of empowerment expectations in organizational practice, suggesting that managers implementing shared leadership should systematically assess employees' subjective empowerment expectations, and leverage these expectations to enhance the model's positive effects on voice behaviors.