Abstract Given the severe environment with intense competition and unpredictable technology changes, an increasing number of organizations realize that employees should be encouraged to voice. To address this issue, we built a multiple-mediation model on employees’ voice behavior. We examined the mediation role of voice-efficacy, psychological safety and supervisor- subordinate guanxi in the relationship between ethical leadership and employees’ voice behavior. Moreover, we compared the strength of their mediation effects to explore the mediating effect in the same interpretation logic. 300 employee questionnaires and 60 leadership questionnaires were distributed to the 18 companies located in Zhejiang Province, 281 employees(response rate was 93.67%) and 55supervisors(response rate was 91.67%) returned the questionnaires. After screening out the problematic cases, the final sample consists of 244 employees and 51 supervisors. In the sample of employees, 47.95% were male, 52.05% were female; 45.90% participants ranged from 25-30 years old, 57.79% employees working in 6 years. In addition, in the sample of supervisors, 65.8% were male, 34.2% were female; 42.5% participants ranged from 35-40 years old, 49.2% employees working in 10-15 years. To examine the distinctiveness of the study variables, we conducted a confirmatory factor analysis by using AMOS 17.0. We also employed SEM to test the multiple mediating effects. Finally, we compared the strength of their mediating effects by Mplus 7.0. In general, this study proposed and tested a multiple mediation model in which ethical leadership influences employees’ voice behavior, with voice-efficacy, psychological safety and supervisor-subordinate guanxi as mediators. The results showed that ethical leadership can influence employee’s voice behavior through the parallel multiple mediating effects; further, the mediating effect of voice-efficacy and psychological safety are significantly larger than that of supervisor- subordinate, and the mediating effect of voice-efficacy is significantly larger than that of psychological safety. Our findings contribute to employees’ voice behavior literature. Most studies have focused on the single mediation process underlying the relationship between ethical leadership and voice behavior and lack a unified research framework, which hinders the transverse comparison of mediating effects and limits the promotion and practical value of the research results. In order to make up for the inadequacy of current research, this research adopts comparative sociological research paradigm, and use three mediating variables about voice-efficacy, psychological safety and supervisor-subordinate guanxi to build comparative analysis on multiple mediating effects in impact of ethical leadership on employee’s voice and make up for the inadequacy of current research theoretically. In terms of practical implications, firstly, organization leaders should provide adequate resources for employees and promote employees’ positive emotions, which will significantly improve employees’ voice-efficacy. Secondly, it’s necessary to cultivate an open culture environment, which will enhance employees’ psychological safety significantly. Finally, although the mediating effect of supervisor-subordinate guanxi between ethical leadership and voice behavior is less than voice-efficacy and psychological safety, the role of supervisor-subordinate guanxi cannot be underestimated. Managers can also develop and strengthen their relationship with employees through gift exchanging, mutual caring , interpersonal interaction and so on.