A Multilevel Study on Antecedents and Moderators of Employee Silence

Abstract

This study contributes to the literature on employee silence by examining both individual- and team-level antecedents and identifying how supportive factors can buffer negative influences. Specifically, the study investigates the impact of social loafing and group conflict on employee silence, while also exploring the moderating effects of developmental experience and leader–member exchange (LMX). At the individual level, reduced accountability through social loafing is associated with increased silence. At the team level, group conflict undermines psychological safety and restricts open expression. In contrast, developmental experiences and high-quality LMX relationships foster responsibility, confidence, and inclusion, thus encouraging voice behavior. Data were collected from 129 employees working in an autonomous unit of a major Mongolian mining company. Structural equation modeling was employed to test the hypothesized relationships. The findings provide new insights into how developmental and relational factors can be leveraged to reduce silence in high-risk, team-based environments. Practical implications include targeted leadership development and employee training initiatives to cultivate a psychologically safe and communicative organizational climate.

Keywords: employee silence, employee voice, social loafing, developmental experience, group conflict, leader-member exchange

DOI: 10.7176/EJBM/17-8-01

Publication date:September 30th 2025