<p>There are few studies on the impact of differentiated empowering leadership from a negative perspective, and there is little research on the positive and negative effects of differentiated empowering leadership within the same framework. This study explores the double-edged sword effect of differentiated empowering leadership on employee voice by integrating attribution theory and implicit leadership theories. A multiwave, multisource survey involving 281 employees and 73 leaders from 73 teams in Central China was conducted. The results revealed that employees’ (both negative and positive) psychological and behavioural responses to differentiated empowering leadership depend on their attribution style. Specifically, when employees have a low level of negative attribution, differentiated empowering leadership is more positively associated with leader identification, leading to increased employee voice. In contrast, when employees have a high level of negative attribution, differentiated empowering leadership is more positively associated with perceived leader hypocrisy, resulting in decreased employee voice. In conclusion, our findings have implications for theorists and practitioners.</p>