Inclusive leadership, employee performance and well-being: an empirical study

Abstract

PurposeThis study examines the impact of inclusive leadership on two important work outcomes, i.e., employee performance and well-being. In order to better understand the above relationships, this study theorizes that employee psychological capital is a mediating mechanism and family motivation is a moderating mechanism.Design/methodology/approachThe authors collected 370 responses in three different time waves with an interval of one week. All the constructs of the study were rated by employees except for the supervisor’s family motivation, which was rated by their supervisors. Given the predictive nature of the study, partial least squares structural equation modeling (PLS-SEM) was used for data analysis.FindingsThe authors' findings confirm the mediating role of employee psychological capital in the relationship between inclusive leadership and employee performance and in the relationship between inclusive leadership and employee well-being. The moderating effects of supervisor family motivation in the relationship between inclusive leadership and employee performance were also significant; however, the authors did not find empirical support for the moderating effects of family motivation in the relationship between inclusive leadership and employee well-being.Originality/valueDrawing on the conservation of resources (COR) theory, the present study extends the authors' understanding of the unique ways in which inclusive leadership improves employee performance and benefits their well-being.

Leader-member exchange and discretionary work behaviors: the mediating role of perceived psychological safety

“…Psychological safety is the belief that an individual can initiate changes at work without fear of negative consequences (Edmondson, 1999;Hu et al, 2018) career. Although perceived psychological safety predicts numerous positive work outcomes such as employee learning (Zhang et al, 2010), happiness at work (Aboramadan and Kundi, 2022), and job performance (Umrani et al, 2023), scholars suggest a need to further examine the factors that help employees develop psychological safety (Aboramadan and Kundi, 2022;Lee et al, 2018;Plomp et al, 2019).…”

“…Our review revealed that various forms of leadership can play a vital role in fostering psychological safety. These leadership styles include transformational leadership (Yin et al, 2019), inclusive leadership (Carmeli et al, 2010;Javed et al, 2019;Umrani et al, 2023), authentic leadership (Liu et al, 2018;Maximo et al, 2019), and ethical leadership (Men et al, 2020). Moreover, we have learned from the above literature that these leadership styles, however important, are unidirectional.…”

“…Although perceived psychological safety predicts numerous positive work outcomes such as employee learning (Zhang et al. , 2010), happiness at work (Aboramadan and Kundi, 2022), and job performance (Umrani et al. , 2023), scholars suggest a need to further examine the factors that help employees develop psychological safety (Aboramadan and Kundi, 2022; Lee et al.…”