KMAN Publication Inc. (KMANPUB) International Journal of Innovation Management and Organizational Behavior (IJIMOB) 3041-8992 6 Serial Number 27 2026 07 01 Predicting Employee Voice Behavior Based on Ethical Leadership and Organizational Justice: The Mediating Role of Psychological Safety Predicting Employee Voice Behavior Based on Ethical Leadership and Organizational Justice: The Mediating Role of Psychological Safety 1 17 EN Journal Article 2026 04 21 <table> <tbody> <tr> <td> <p><strong>Objective:</strong> This study aimed to predict employee voice behavior based on ethical leadership and organizational justice and to examine the mediating role of psychological safety among employees working in Canada.</p> <p><strong>Methods and Materials:</strong> This cross-sectional correlational study was conducted in 2026 among employees working in public and private organizations in Canada. A total of 326 employees were included in the final analysis. Data were collected using the Ethical Leadership Scale, Colquitt’s Organizational Justice Scale, Edmondson’s Psychological Safety Scale, and the Employee Voice Behavior Scale. Data analysis was performed using IBM SPSS Statistics and AMOS. Pearson correlation analysis, confirmatory factor analysis, and structural equation modeling were used to examine the proposed relationships. The mediating effects were tested using a bootstrap procedure with 5,000 resamples and bias-corrected 95% confidence intervals.</p> <p><strong>Findings:</strong> Ethical leadership significantly predicted psychological safety (β = .32, p &lt; .001) and employee voice behavior (β = .14, p = .013). Organizational justice also significantly predicted psychological safety (β = .45, p &lt; .001) and employee voice behavior (β = .17, p = .007). Psychological safety significantly predicted employee voice behavior (β = .50, p &lt; .001). The indirect effect of ethical leadership on employee voice behavior through psychological safety was significant (β = .16, 95% CI [.10, .24], p &lt; .001), as was the indirect effect of organizational justice through psychological safety (β = .23, 95% CI [.16, .34], p &lt; .001). The structural model showed acceptable fit, χ²/df = 2.20, CFI = .93, TLI = .92, IFI = .93, RMSEA = .061, and SRMR = .055.</p> <p><strong>Conclusion:</strong> Ethical leadership and organizational justice contribute to greater employee voice behavior both directly and indirectly by strengthening psychological safety, indicating that employees are more likely to speak up constructively when they experience ethical supervision, fair organizational treatment, and a safe interpersonal climate.</p> </td> </tr> </tbody> </table> https://www.journals.kmanpub.com/index.php/ijimob/article/download/5483/11824