Date of Publication :8th August 2024

Abstract: Organizational cynicism, marked by distrust and skepticism towards the organization, cynical employees can be seen better potential shortcomings and risks with their alarm lenses. In high- quality leader member exchange (LMX), trust-filled relationship, it can counteract the negative effects of cynicism, empowering employees to voice their thoughts and concerns or discourage speak up thoughts that are incongruent with the leader's opinion. This study aims to investigate the moderating role of leader-member exchange between organizational cynicism and voice behavior. The study consists of 162 participants, ranging from 18 to 64 years, with various professions actively engaged in the workforce, consisting of 65 females and 97 males. Participants were reached through snowball sampling method, and the survey form was distributed via an online link. Research data were collected through Organizational Cynicism Scale, Leader-Member Exchange Scale, and Employee Voice Scale. SPSS Process Macro Plugin Model 1 was used for data analysis. The findings revealed a statistically significant positive relationship between LMX and promotive voice and a statistically significant negative relationship between LMX and cynicism dimensions. The results of moderation analysis showed that leader-member exchange has a moderating effect on the relationship between organizational cynicism and promotive voice. Accordingly, employees with low and medium levels of LMX exhibit greater promotive voice behaviors. On the other hand, it was found that leader-member exchange has a moderating effect on the relationship between organizational cynicism and prohibitive voice. Employees with low levels of LMX display more prohibitive voice behaviors. The results showed that employees who have organizational cynicism can offer could offer ideas that benefit the organization and the interaction between leader and subordinate has a role managing cynicism detrimental effect.

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