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Abstract On the foundations of psychological ownership theory, the present study explores how empowering leadership influences employee's voice behaviors. The questionnairebased study is grounded upon 221 leaderemployee matched samples from technical corporations. The results show that empowering leadership is positively related to employee's voice behavior; both the psychological ownership of organization and job mediated the relationship between empowering leadership and voice behavior, but has differences: psychological ownership of organization plays an mediating role in the influences of empowering leadership on selfjobconcerned voice and selfjobunconcerned voice, while psychological ownership of job only mediates the relationship between empowering leadership and selfjobconcerned voice behavior.
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