Abstract: Humble leadership is featured by “bottom-up” and openness. Can it promote subordinates’ voice? In order to answer this question, this article constructs moderated mediation models to explore the relationship between humble leadership and subordinates’ voice, as well as the potential impact mechanism in such relationship. This article finds that humble leadership is positively associated with promotive and prohibitive voice respectively, and these two processes are both mediated by subordinates’ engagement. Besides, subordinates’ Chinese traditionality positively moderates the influences that engagement on two kinds of voice. Finally, traditionality also positively moderates both two mediating processes above.

Key words: humble leadership, promotive voice, prohibitive voice, engagement, Chinese traditionality