INCLUSIVE LEADERSHIP AND EMPLOYEES' VOICE BEHAVIOR: MEDIATING ROLE OF PERFORMANCE BASED PROMOTION

This research aimed to examine the relationship between inclusive leadership, employees’ voice behavior and the mediating effect of performance-based promotion. Based on comprehensive analysis of data obtained through random sampling of schools and secondary schools in Gilgit-Baltistan region, this research uses Statistical Package for Social Sciences (SPSS) to draw enlightening conclusions. The main purpose of this research work was to investigate the relationships between inclusive leadership, employee voice behavior and the mediating mechanism of performance-based promotion. Inclusive leadership, characterized by a focus on involving diverse employees in decision-making and promoting an inclusive work environment, served as an independent variable. Employee voice behavior, which includes constructive communication and active sharing of ideas, is considered as the dependent variable. Performance-based promotion, acting as a mediator, moderates the effect of overall leadership on employee behavior. The research using methodology has shown that all variables have positive and meaningful relationships. Statistical analysis of the collected data reinforces the significant relationship between inclusive leadership, employee voice behavior and performance-based promotion. These findings contribute to the understanding of how inclusive leadership practices can motivate employees to engage in constructive voice behavior and how this relationship is affected by the potential for performance-based promotion. This study not only increases our understanding of organizational dynamics, but also emphasizes the importance of cultivating inclusive leadership practices to foster a culture of employee engagement and exchange of ideas. As organizations strive to foster environments conducive to innovation and growth, it becomes imperative to recognize the pivotal roles of inclusive leadership and performance-based promotion.