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Purpose <p>Based on the conservation of resources theory, this study explains the impact of inclusive leadership style on employee voice and explores the mechanism of the mediating role played by psychological capital and internal social capital.</p> Design/methodology/approach <p>The authors conducted paired questionnaire surveys of supervisors and their subordinates in multiple enterprises in South China at three different time points. Ultimately, we collected 60 valid paired questionnaires from supervisors and 290 from subordinates. A multilevel structural equation modeling approach was employed to test the hypothesized relationships between variables.</p> Findings <p>The inclusive leadership style has a positive impact on employee voice, and both psychological capital and internal social capital serve as mediators in this relationship.</p> Practical implications <p>To motivate employees to actively voice their opinions, managers should exhibit inclusive characteristics. Additionally, actively fostering employees’ psychological capital and internal social capital is crucial for promoting employee voice.</p> Originality/value <p>This study, based on the conservation of resources theory, constructed a cross-level multiple mediation model. It found that inclusive leadership not only has a direct impact on employee voice but also indirectly promotes employee voice through two mediating pathways: internal social capital and individual psychological capital.</p>

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How can inclusive leadership motivate employee voice? A cross-level study from psychological capital and internal social capital perspective

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年11月12日

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  • Jia Yang,
  • Yanfei Wang,
  • Haishen Huang,
  • Jin Han,
  • Yuan Zhou

摘要

Purpose

Based on the conservation of resources theory, this study explains the impact of inclusive leadership style on employee voice and explores the mechanism of the mediating role played by psychological capital and internal social capital.

Design/methodology/approach

The authors conducted paired questionnaire surveys of supervisors and their subordinates in multiple enterprises in South China at three different time points. Ultimately, we collected 60 valid paired questionnaires from supervisors and 290 from subordinates. A multilevel structural equation modeling approach was employed to test the hypothesized relationships between variables.

Findings

The inclusive leadership style has a positive impact on employee voice, and both psychological capital and internal social capital serve as mediators in this relationship.

Practical implications

To motivate employees to actively voice their opinions, managers should exhibit inclusive characteristics. Additionally, actively fostering employees’ psychological capital and internal social capital is crucial for promoting employee voice.

Originality/value

This study, based on the conservation of resources theory, constructed a cross-level multiple mediation model. It found that inclusive leadership not only has a direct impact on employee voice but also indirectly promotes employee voice through two mediating pathways: internal social capital and individual psychological capital.