Empowering leadership and employee voice in Makassar’s state-owned enterprises

Orientation: Empowering leadership (EL) plays a crucial role in fostering proactive employee behaviours, such as voice behaviour (VB). Understanding how EL influences VB is essential for enhancing workplace autonomy and employee empowerment.Research purpose: This study examines the relationships between EL, job autonomy (JA), psychological empowerment (PE) and VB. It specifically investigates the mediating roles of JA and PE in the EL–VB relationship.Motivation for the study: While EL is theorised to promote VB, existing research lacks clarity on the underlying mechanisms, particularly the mediating influence of JA and PE. This study addresses this gap insights into leadership practices that enhance employee voice.Research design, approach and method: A cross-sectional survey was conducted with 209 employees from four state-owned enterprises (BUMN) in Makassar, Indonesia. Data were collected through purposive and snowball sampling and analysed using partial least squares structural equation modelling (PLS-SEM).Main findings: Empowering leadership significantly enhances JA and PE. However, EL does not directly influence VB, and neither JA nor PE mediates this relationship. This suggests that other factors, such as psychological safety and organisational support, may be necessary to stimulate proactive employee voice.Practical/managerial implications: Organisations should focus on leadership development programmes that enhance autonomy and empowerment while fostering an environment supporting employee voice.Contribution/value-add: This study contributes to self-determination theory and empowerment theory by highlighting the indirect effects of EL on VB. It underscores the need for additional mediators in leadership–VB models.