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The decision to raise voice is frequently associated with employees weighting personal costs and benefits. We suggest that these considerations are different depending on the hierarchical level of an employee. Therefore, we have reason to believe that the hierarchical level moderates the relation between voice behavior and some of its antecedents. Taking the lens of role theory, we highlight that the effects of leader-member exchange and personal control on voice behavior differ depending on the hierarchical level. Both effects are mediated by voice role cognitions. More specifically, the mediated effect of leader-member exchange on voice behavior is stronger for higher hierarchical levels. In contrast, personal control has a stronger mediated effect on voice behavior for lower hierarchical levels. Hypotheses are tested on a sample of 601 controllers scattered across all hierarchical levels within the finance function of a large global firm. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]