Abstract Drawing on the theory of persuasion, this study constructs a model of voice-taking. Through a questionnaire survey of 68 leaders and 204 employees, this paper tries to explore the effects of expertise, leader-member exchange (LMX) and leader narcissism on the relationship between employee voice and leader’s voice-taking behavior. The results of hierarchical linear model regression show that expertise positively moderates the relationship between employee voice and leader’s voice-taking behavior; LMX positively moderates the relationship between employee voice and leader’s voice-taking behavior; the three interaction of employee voice, expertise and leader narcissism plays a significant role in leader’s voice-taking behavior; the three interactions between LMX, employee voice and leader narcissism are significantly related to leader’s voice-taking.
