Authentic leadership is a values-driven leadership model that fosters employee voice by promoting psychological safety, trust, and relational transparency. This chapter explores how authentic leadership, supported by psychological safety, social exchange, and leader–member exchange theories, encourages employees to share ideas and concerns without fear. Drawing from recent global studies, it examines authentic leadership’s positive effects on engagement, performance, innovation, and retention, while highlighting moderating factors such as cultural norms and organisational context. It also introduces signalling theory as a reconceptualisation of authentic leadership. Implications for practice and future research directions are discussed to guide more effective, context-sensitive leadership development.