How relationship-oriented behavior influences employee voice-silence conversion in cross-cultural virtual teams: the mediating role of psychological safety

Introduction This study examines how leader relationship-oriented behavior influences employee voice-silence conversion in cross-cultural virtual teams through digital contexts. Methods Using structural equation modeling with data from 342 team members across 68 virtual teams spanning 23 countries, we test a moderated mediation model that positions psychological safety as a key mediating mechanism. Results Results demonstrate that relationship-oriented behavior significantly promotes voice-silence conversion toward increased voice behaviors ( β = 0.34, p < 0.001), with psychological safety serving as a critical mediator (indirect effect β = 0.24, p < 0.001). Cultural value differences negatively moderate this relationship ( β = −0.18, p < 0.05), while digital tool usage frequency enhances the effectiveness of relationship-oriented behaviors ( β = 0.15, p < 0.05). Discussion The findings extend leadership theory by demonstrating how traditional relationship-oriented approaches can effectively operate in digitally-mediated cross-cultural contexts, while advancing understanding of voice-silence as dynamic conversion processes rather than static behavioral states. Practical implications suggest that organizations should prioritize relationship-building competencies among virtual team leaders while recognizing that cultural diversity requires adaptive leadership approaches and that digital technologies can amplify rather than constrain interpersonal leadership effectiveness.