In the last decade, every organization strove to survive in its industry in the global competition. Organizations need continuous improvement to sustain their competitive advantage globally by collecting constructive and conducive comments from their employees. Operational employees can easily discover critical problems through their daily operations as well as through communications with customers or among the colleagues themselves. However, due to reasons such as fear and the engrained belief that ‘Speech is silver, Silence is gold’, employees of always withhold their critical opinions from the organization and thereby leading to employee silence. There is evidence from a variety of sources that employees often remain silent when they face problems or issues in the organization. This kind of motive may hinder organizational improvement and reduce organizational competitiveness. It is important to analyze the underlying reasons for such behavior in order to improve and sustain the development of an organization. With the result of a preliminary telephone interview made to 30 alumni of the University of Macau, I developed a conceptual framework to investigate how the leadership and power distance can influence employee silence. Examining the conceptual framework, I have conducted surveys in longitudinal design in two periods with sample sizes of 161 alumni. The results support both leadership behaviors, namely, leader-member exchange (LMX) and abusive supervision as antecedents of employee silence while the power distance has moderating effect on the relationship between leadership behaviors and employee defensive silence.