Inclusive Leadership and Employee Well-Being: The Mediating Role of Person-Job Fit

Choi, Suk Bong; Tran, Trung Dinh; Kang, Seung‐Wan

doi:10.1007/s10902-016-9801-6

Cited by 185 publications

(239 citation statements)

References 109 publications

Supporting

Mentioning

214

Contrasting

Unclassified

Order By: Relevance

“…Previous studies have found the strong relationship between person-job fit and specific styles of leadership (Babakus et al, 2011), employee well-being (Brkich et al, 2002;Singh & Greenhaus, 2004), and innovative behaviour (Afsar et al, 2014;Afsar et al, 2015). Indeed, the person-job fit has been identified as a mediator in the linkage between inclusive leadership and employee well-being and innovative behaviour (Choi et al, 2017;Sharifirad, 2013). The positive effect of inclusive leadership on employee well-being and innovative behaviour was discovered by Choi et al (2017) in the Vietnamese telecommunication industry.…”

Section: Introductionmentioning

confidence: 93%

“…Because it carries three aspects of supportive behaviours of a leader, involving availability, openness, and accessibility (Van Dierendonck, 2011). Although inclusive leadership is considered as one of the leadership styles, it motivates positive linkage qualities between leaders and followers (Choi et al, 2017). Nembhard and Edmondson (2006) described three facets of inclusive leadership as leaders' openness, accessibility, and availability are exhibited to their followers.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Cerne et al (2013) propose that these positive emotions encourage them to be highly devoted and committed to the job, foster supportive ideas for innovative development, and repress fear for failures. Also, Choi et al (2017) argued that person-job fit perception positively affects their projected results of the new trials and experiments. Consequently, motivation to initiate new things, ideas, and processes are triggered by positive expectations (Cerne et al, 2013).…”

Section: Person-job Fit and Innovative Behaviourmentioning

confidence: 99%

“…First, six items of inclusive leadership variable were adapted from Choi et al (2017) to assess three dimensions of inclusive leaders: openness, availability, and accessibility with two items representing each dimension. Sample items for openness dimension were "My manager is attentive to new opportunities to improve work processes" and "My manager is open to discuss the desired goals and new ways to achieve them."…”

Section: Measurementmentioning

confidence: 99%

“…Indeed, the person-job fit has been identified as a mediator in the linkage between inclusive leadership and employee well-being and innovative behaviour (Choi et al, 2017;Sharifirad, 2013). The positive effect of inclusive leadership on employee well-being and innovative behaviour was discovered by Choi et al (2017) in the Vietnamese telecommunication industry. As the study encouraged that future study should examine in other contexts with larger sample size to strengthen the findings, we attempt to enhance the finding in terms of the linkage between inclusive leadership, person-job fit, employee wellbeing, and innovative behaviour in interior design and construction industry.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The Effects of Inclusive Leadership on Job Performance through Mediators

Nguyen

Trinh

et al. 2019

AAMJ

View full text Add to dashboard Cite

This study aims to investigate the direct effects of inclusive leadership on person-job fit, employee well-being, and innovative behaviour. It also extends existing research to observe the role of mutual recognition respect and intrinsic motivation in job performance. By using a structural equation model approach to analyse the data survey from 387 respondents, who were working at interior design and construction companies, the results revealed that inclusive leadership has a positive impact on key determinants such as employee well-being, person-job fit, and innovative behaviour. However, person-job fit and employee well-being had no significant direct impact on job performance. The study also identified the mediating role of innovative behaviour in the linkage between personjob fit and job performance. Moreover, the results recognised two potential mediators as mutual recognition respect and intrinsic motivation could create a relationship between employee well-being and job performance. The findings highlighted theoretical and empirical contributions to further understanding of the roles of leader-member exchange policies on job performance. Finally, some managerial implications were suggested to enhance job performance in the workplace.

show abstract

Section: Introductionmentioning

confidence: 93%

Section: Literature Reviewmentioning

confidence: 99%

Section: Person-job Fit and Innovative Behaviourmentioning

confidence: 99%

Section: Measurementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The Effects of Inclusive Leadership on Job Performance through Mediators

Nguyen

Trinh

et al. 2019

AAMJ

View full text Add to dashboard Cite

show abstract

Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

et al. 2020

View full text Add to dashboard Cite

In this study, we explore the relationship between inclusive leadership and changeoriented organizational citizenship behaviour (OCB) with the mediating roles of behavioural integrity and trust in leadership. Data were collected from 151 supervisor-subordinate dyads from small and medium enterprises in Pakistan. The results revealed that inclusive leadership is positively related to change-oriented OCB. Our study reaffirms the indirect effect of the inclusive leadership on changeoriented OCB via behavioural integrity and trust in leadership. Finally, the results supported the chain of causality: sequential mediation of behavioural integrity, and trust in leadership between inclusive leadership and change-oriented OCB. Causal attribution theory is used to support the findings. Implications for theory and practice are discussed. K E Y W O R D S behavioural integrity, causal attribution theory, change-oriented organizational citizenship behaviour, inclusive leadership, trust in leadership Résumé Dans cette étude, nous explorons la relation entre le leadership inclusif et le comportement de citoyenneté organisationnelle (OCB) pro-changement. Cette relation est médiée par l'intégrité comportementale et par la confiance envers le leadership. Les données utilisées proviennent de 151 dyades de superviseurs et de subordonnés de petites et moyennes entreprises au Pakistan. Les résultats montrent que le leadership inclusif est positivement lié à un comportement de citoyenneté organisationnelle pro-changement. Ils montrent également que le leadership inclusif a un effet indirect sur les OCB pro-changement par le biais de l'intégrité comportementale et de la confiance envers le leadership. Enfin, les résultats confirment la chaîne de causalité: médiation séquentielle de l'intégrité comportementale et de la confiance envers le leadership entre le leadership inclusif et l'OCB pro-changement. La théorie de l'attribution causale permet d'étayer les résultats. Nous terminons par un examen des implications théoriques et pratiques de l'étude.

show abstract

A moderating mediation model of the antecedents of being driven to work: The role of inclusive leaders as change agents

2021

View full text Add to dashboard Cite

With support from social exchange theory, the current study tested the mediating role of employee readiness for organizational change between inclusive leadership and driven to work behaviour. Moreover, collective selfconcept has been suggested as a moderating variable in the proposed mediation model. Data for the current study were collected in three-time lags from employees (N = 215) of Pakistan's service sector. The results revealed that inclusive leadership is positively associated with being driven to work and employee readiness for organizational change mediates this relationship. Further, collective self-concept moderates the relationship between inclusive leadership and employee readiness for organizational change; and employee readiness for organizational change and being driven to work. This study offers valuable insights into recruitment and retention decisions. K E Y W O R D S collective self-concept, driven to work, inclusive leadership, readiness for organizational change (RFOC) Résumé Les auteurs de cette etude testent le role de mediation que joue la preparation des employes au changement organisationnel pour passer d'un leadership inclusif a un comportement de travail motive. Ils s'appuient sur la theorie desechanges sociaux. Ils proposent aussi le concept de soi collectif comme variablede moderation dans le modele de mediation presente. Les donnees utiliseesont ete recueillies a trois reprises aupres d'employes (n. ¼ 215) dusecteur des services au Pakistan. Il ressort des resultats que le leadership inclusif est positivement associe a la motivation au travail et que la preparation des employes au changement organisationnel joue un role de mediation danscette relation. Par ailleurs, le concept de soi collectif modere la relation entre le leadership inclusif et la preparation des employes au changement organisationnel d'une part, et entre la preparation des employes au changement organisationnel et leur motivation a travailler d'autre part. L'etude contient deprecieuses perspectives sur les decisions de recrutement et de retention.

show abstract

Inclusive Leadership and Employee Well-Being: The Mediating Role of Person-Job Fit

Cited by 185 publications

References 109 publications

The Effects of Inclusive Leadership on Job Performance through Mediators

The Effects of Inclusive Leadership on Job Performance through Mediators

Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

A moderating mediation model of the antecedents of being driven to work: The role of inclusive leaders as change agents

Contact Info

Product

Resources

About