Inclusive leadership and work engagement: Exploring the role of psychological safety and trust in leader in multiple organizational context

Abstract

Building on social information processing theory and social exchange theory, this research advances the emerging concept of work engagement and inclusive leadership. Surprisingly, there is no study linking work engagement and inclusive leadership style in the setting of multiple organizations in China. The main purpose of this study is to identify the effective leadership style affecting work engagement directly and indirectly through psychological safety. The trust in leader further moderated the direct relationships. Using multi‐source data of 390 responses from leaders‐subordinates dyads working in 20 Chinese companies (which include textile, manufacturing, construction, and trading), this study tested how inclusive leadership increased the work engagement of their subsequent subordinates. The mediating role of psychological safety and moderating role of trust in leader therein. The findings introduced an interactive motivational framework that revealed the positive influence of inclusive leadership on the work engagement of subordinates. Further, psychological safety mediated the direct relationship between inclusive leaders and work engagement. The role of trust in leader strengthened the direct relationship of inclusive leadership with psychological safety and work engagement. This is among the first studies to integrate inclusive leadership, psychological safety, trust in leader, and work engagement into a single interactive framework. Further, it provides empirical evidence in the context of predicting and increasing the work engagement of subordinates.

Data Security, Customer Trust and Intention for Adoption of Fintech Services: An Empirical Analysis From Commercial Bank Users in Pakistan

“…The study model was assessed using SPSS as well as Smart PLS following the recent studies (Siyal, 2023;Siyal et al, 2020Siyal et al, , 2022Siyal et al, , 2023Siyal & Peng, 2018;Siyal, Saeed et al, 2021;. Adequate analysis of a theoretical model is possible with variables as one of the fundamental factors for understanding systemic existence and causality direction (Esposito Vinzi et al, 2010).…”

Inclusive leadership and team climate: the role of team power distance and trust in leadership

“…The study demonstrates that team power distance and trust in leadership can explain the effectiveness of inclusive leadership on team climate. Interpersonal relationships are based on trust; hence, trust is pivotal for leadership effectiveness in thriving organisations (Siyal, 2023). Previous research has examined the moderation effects of trust in leadership on different leadership styles and employee and team outcomes (Chan and Mak, 2014; Gu et al.…”

“…Previous research has examined the moderation effects of trust in leadership on different leadership styles and employee and team outcomes (Chan and Mak, 2014; Gu et al. , 2018; Ötken and Cenkci, 2012; Siyal, 2023; Siyal et al. , 2023; Zhang et al.…”

“…, 2022). For instance, results from a study by Siyal (2023) found that trust in leader strengthened the direct relationship between inclusive leadership and work engagement. Siyal et al.…”

“…Further, the research findings from Ötken and Cenkci (2012) revealed the moderating effect of trust in leadership on the relationship between paternalistic leadership and ethical climate. Siyal (2023) suggests examining the moderating role of trust in leadership on inclusive leadership and its outcomes to promote high-quality relationships between leaders and subordinates. Hence, this research indicates that trust in leadership can strengthen the relationship between inclusive leadership and team climate.…”