2021/11/29 by Hui Chen, Chen Hui, Qiaozhuan Liang +2 · 26 citations
Business, Management and Accounting · Psychology · Social Sciences · #Conflict Management and Negotiation #Employee voice #Gender Diversity and Inequality #Inclusion (mineral) #Job Satisfaction and Organizational Behavior #Leadership style #Moderation #Psychology #Social psychology
paper · doi:10.1177/00218863211035243
published in The Journal of Applied Behavioral Science 59(1), 61-87 (SAGE Publishing)
openalex publication_date 2021/11/29 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/21
We developed and tested a theoretical model to examine how and when inclusive leadership affected collective voice behavior in this study. We identified two voice-relevant mediators—group psychological safety (an emergent state) and information elaboration (a group process) to clarify the mechanisms between inclusive leadership and collective voice behavior. Further, according to the person–situation interaction approach, we brought the faultlines theory to the inclusive leadership literature and considered group faultlines as a positive moderator to maximize the effects of inclusive leadership. With a two-wave, two-source design, we collected data from 301 employees within 67 research and development groups in China. We found that inclusive leadership positively affected collective voice behavior through the mediating mechanisms of both group psychological safety and information elaboration. Additionally, this effect was stronger in high faultlines situation. The findings suggest that leaders should show inclusiveness to motivate collective voice, especially in groups with high faultlines.