The Role of Inclusive Leadership on Employee Voice Under Balanced Reciprocal Regulation

Lihan Chen; Yifei Zhang; Ruoyang Zhao; Tinglu Wu

doi:10.54097/rjsdaq73

Authors

Lihan Chen
Yifei Zhang
Ruoyang Zhao
Tinglu Wu

DOI:

https://doi.org/10.54097/rjsdaq73

Keywords:

Inclusive leadership, Employee voice behavior, Balance reciprocity

Abstract

This study examines the moderating role of a balanced reciprocal atmosphere in the relationship between inclusive leadership and employee voice behavior in Chinese organizational contexts. Grounded in social exchange theory, we propose that inclusive leadership fosters both promotive and prohibitive voice behaviors, with balanced reciprocity strengthening these relationships. Using survey data from 368 employees in Chinese enterprises, we employ SPSS, PROCESS, and AMOS24 for analysis. Results indicate that (1) inclusive leadership positively influences promotive and prohibitive voice behaviors, and (2) a balanced reciprocal atmosphere enhances these effects. The findings highlight the importance of inclusive leadership and reciprocal norms in encouraging employee voice, offering practical insights for organizational management and future research.

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