Inclusive Leadership and Employee Voice: Mediating Roles of Felt Responsibility and Psychological Safety
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2025-06-20
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en
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While previous research has identified a wide range of mediators and explanations for the relationship between inclusive leadership and employee voice, the overall picture remains fragmented. Studies rely on different conceptual frameworks without a unifying theoretical lens. To address the fragmentation in the current literature, the present study aimed to identify the key mechanisms that explain the relationship between inclusive leadership and employee voice. Drawing on Morrison’s (2014) framework, it was theorized that inclusive leadership promotes employee voice through two distinct pathways: prosocial motivation and the expected utility calculus. These mechanisms were represented in this study by felt responsibility for constructive change (FRCC) and psychological safety, respectively. Using cross-sectional survey data from 197 employees in the Netherlands, the results confirm that inclusive leadership is positively related to both promotive and prohibitive voice. Furthermore, both FRCC and psychological safety significantly mediate these relationships. These findings provide a straightforward yet comprehensive explanation for why inclusive leadership fosters employee voice.
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Faculteit der Managementwetenschappen