From inclusion to expression: Harnessing employee voice through inclusive leadership

Purpose This study aims to examine the impact of inclusive leadership on employee voice behavior. We also examine the mediating role of perceived inclusion in this research. Design/methodology/approach Data were collected from 403 employees working in Information Technology (IT) companies located in the Delhi-National Capital Region (NCR), one of the major hubs of IT companies in India. Structural Equation Modeling was conducted to test the study’s hypotheses. Findings Study results showed that inclusive leadership positively affects employee voice behavior. Further, we found that perceived inclusion mediates the relationship between inclusive leadership and employee voice behavior. Originality/value Invoking Brewer’s Optimal Distinctiveness Theory, this study is the first study to examine the role of perceived inclusion as a key mediator in the relationship between inclusive leadership and employee voice behavior. The study not only contributes theoretically to extant literature but also practically by providing insights in a three-fold manner i.e., implications for leaders, managers, and employees. Practical implications highlight the critical role of perceived inclusion in translating the impact of inclusive leadership effectively on employee voice behaviors.