Can inclusion and trust in leaders enhance employee voice?

Purpose Drawing on psychological safety theory, the study aims to examine the impact of employees’ perceptions of inclusion on employee voice. Furthermore, we examine whether employee trust in leader moderates this relationship. Design/methodology/approach Using survey data collected from 398 full-time employees working at IT companies in India, the hypothesized relationship was tested using PROCESS macro. Findings Results indicated that workplace inclusion positively influences employee voice, and this relationship is strengthened when trust in leader is high. Research limitations/implications The study enhances understanding of how inclusion and trust shape employee voice; however, the findings could be strengthened by incorporating contextual factors that may influence this relationship. Practical implications Organizations should build on inclusive practices and invest in leadership development that underscores trust as a key tenet of leadership. Originality/value The study contributes to the literature on employee voice by showing that inclusion alone may not sufficiently encourage voice unless employees trust their leaders.