The purpose of this study is to explore the mechanism of employee’s voice behavior from the perspective of “leader-employee” power distance orientation. The study found that: (1) employee’s power distance orientation significantly negatively affects employee’s psychological security and employee’s voice behavior; (2) employee’s psychological security significantly positively affects employee’s voice behavior, and it plays a partial intermediary role between employee’s power distance orientation and employee’s voice behavior; (3) leader’s power distance orientation significantly positively affects the employee power distance orientation, and significantly negatively affects the employee’s psychological security and employee’s voice behavior.