This chapter examines how inclusive leadership fosters employee voice in East Asian contexts by drawing on indigenous traditions, organisational practices, and empirical research. Inclusive leadership encourages employees to feel valued for their uniqueness and supported as integral group members. While hierarchical structures, collectivism, and high-power distance have historically suppressed upward voice in East Asia, cultural traditions such as Confucian values, face-saving, and harmony also provide foundations for inclusive practices. The chapter highlights Korea, China, and Japan. In Korea, inclusive leadership can soften cultural suppressors and redefine voice as collective growth. In China, trust-based mechanisms enable voice within hierarchical systems, though inclusiveness may have paradoxical effects. In Japan, inclusive leadership supports indirect voice and knowledge-sharing without undermining harmony. The Seongho School of late Joseon Korea illustrates how intellectual diversity and psychological safety were historically institutionalised. This chapter emphasises that inclusive leadership must move beyond individual traits to structural and culturally sensitive practices embedded in HR systems, evaluation, and feedback processes. Ultimately, inclusive leadership and employee voice are not merely Western constructs but resonate deeply with East Asian traditions, offering unique pathways for innovation, sustainability, and organisational change.