Parenting Journal · Volume 1 · Issue 3 · Licensed source edition
The Positive Effects of Employee AI Dependence on Voice Behavior—Based on Power Dependence Theory
Originally published 2025-12-10 · Behavioral Sciences
Multidisciplinary Digital Publishing Institute (MDPI) · DOI 10.3390/bs15121709 ↗
AI / system type
Employees’ voluntary dependence on AI and potential substitution of leadership tasks
Workplace evidenceExamines workers, organizations or AI at work. Participants are not necessarily parents; family benefits are not established by this evidence alone.
The AI connection
System or context examined: Employees’ voluntary dependence on AI and potential substitution of leadership tasks. The source-specific system and study design determine what can be inferred.
Why this reading matters
The reading brings employee voice and changing leader–employee power relations into a concrete discussion of humane work during technological change. It offers two experiments and two survey investigations evidence or analysis, not a promise of organizational or family benefit.
Workplace evidence
Work, care and the whole person.
The workplace lens is employee voice and changing leader–employee power relations. Source setting or population: Employee participants and leader–subordinate relationships examined across four studies. Parenting and child-development outcomes are not inferred from the workplace evidence.
Examines workers, organizations or AI at work. Participants are not necessarily parents; family benefits are not established by this evidence alone.
Editorial reading guide · Respect
Can AI give an employee more room to question a manager’s decisions?
This two experiments and two survey investigations examines employee voice and changing leader–employee power relations. Its TRICK home is Respect, an editorial reading path rather than a claim that the paper tests the full framework.
Study context
Employee participants and leader–subordinate relationships examined across four studies
Age / stage: Adult workplace context; no child age range inferred
Read with three questions
- Can AI give an employee more room to question a manager’s decisions?
- What do this study’s design and population — Employee participants and leader–subordinate relationships examined across four studies — allow you to infer about another workplace?
- When considering employee voice and changing leader–employee power relations, which decisions would need employee input before applying this reading to a working family’s circumstances?
Keep the limits in view
Voluntary AI dependence in these studies is not equivalent to compulsory algorithmic management; measured voice is not proof of protected workplace rights.
The text below is the original article’s licensed repository edition. Its wording is not rewritten. Use the Paper Agent beside the text to locate evidence; open the source for figures, tables and complete context.
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Original authorship, publication date, journal and DOI are preserved. This issue’s TRICK placement and reading questions are editorial additions, not claims made by the original authors.
Jialin Liu; Mingpeng Huang; Min Cui; Guangdi Tian; Xinyue Li (2025). The Positive Effects of Employee AI Dependence on Voice Behavior—Based on Power Dependence Theory Behavioral Sciences. https://doi.org/10.3390/bs15121709
Permissions checked against the saved article notice; repository publication notices screened 2026-11-05. This is not a new peer-review decision. The source authors and publishers are not represented as endorsing this issue.