INCLUSIVE LEADERSHIP AND VOICE BEHAVIOR OF EMPLOYEES IN SMALL AND MEDIUM ENTREPRISES OF AJ&K: A SOCIAL EXCHANGE THEORY PERSPECTIVE

Abstract

In this paper, we have proposed a hypothesized model based on Social Exchange Theory. We argued that inclusive leadership impacts the voice behavior of employees working in the SMEs sector of Azad Jammu and Kashmir. We further argue that the hypothesized relationship is mediated by psychological safety. To empirically test the hypothetical model, we collected the data from various SMEs, given that the SMEs must have a distinct organizational structure such employees must be managed/supervised by a leader or manager in the distinct department. We distributed the questionnaires to target population with prior permission and data received a useable questionnaire of 232 after eliminating questionnaires with some missing data.  SPSS 24 and AMOS 24 were used for data analysis and the results have supported our hypothesized relationships. The study discussed the implications and future directions also.