Inclusive leadership: scale validation and potential consequences

Al-Atwi, Amer Ali; Al-Hassani, Kamal Kadhim

doi:10.1108/lodj-08-2020-0327

Cited by 23 publications

(21 citation statements)

References 54 publications

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“…The Inclusive Leadership Scale, which measures aspects such as promotion of PEERs, empowerment, and fairness of a leader, is a useful measure of this effort. 14 Together, these methods may be included in overall metrics used to measure institutions to ensure that equity, inclusivity, and diversity are met at every level.…”

Section: Main Textmentioning

confidence: 99%

Moving diversity, equity, and inclusion from opinion to evidence

Hinton

Lambert

2022

Cell Reports Medicine

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Section: Main Textmentioning

confidence: 99%

Moving diversity, equity, and inclusion from opinion to evidence

Hinton

Lambert

2022

Cell Reports Medicine

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“…, 2021). Further, employee performance greatly depends on leadership activities (Al-Atwi and Al-Hassani, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…In conclusion, to achieve inclusion and dignity in the workplace, a thoughtful, allencompassing plan should be implemented (Ahmed et al, 2022) in addition to IWB (Shakil et al, 2021). Further, employee performance greatly depends on leadership activities (Al-Atwi and Al-Hassani, 2021).…”

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confidence: 99%

The impact of inclusive leadership on innovative work behavior: a mediated moderation model

AlMulhim,

Mohammed

2023

LODJ

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PurposeApplicable to telecom companies operating in Saudi Arabia, this study aims to investigate the mediating role of workplace dignity (WD) in the relationship between inclusive leadership and innovative work behavior (IWB) as well as the moderate role of workplace inclusion (WI) in said relationship.Design/methodology/approachA total of 364 telecom companies in Saudi Arabia participated in the survey study. SmartPLS was employed to evaluate the data and test the research variables.FindingsAccording to this study, inclusive leadership has a favorable impact on IWB. Additionally, the study concluded that inclusive leadership enhances WD. Furthermore, the authors discovered that WD has a favorable impact on IWB. The findings showed that the association between inclusive leadership and IWB is mediated by WD. Finally, WI has a statistically positive moderating effect between WD and IWB on the moderation side of the analysis.Originality/valueThis study is the first to consider WD as a mediator in the relationship between inclusive leadership and IWB. Examining WI's role as a moderator also deepens the authors' comprehension of the connection between WD and IWB.

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“…Inclusive leaders focus on promoting team members by taking suggestions from them and thus promoting feelings of belonging among their team members. These leaders involve their team members in the decision-making process and build strong relationships with them (Al-Atwi and Al-Hassani, 2021). These leaders trust their employees, share information and engage them in decision making.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Inclusive leadership and turnover intention: the role of follower–leader goal congruence and organizational commitment

Yasin¹,

Jan²,

Huseynova

et al. 2023

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PurposeUsing a dual-lens of leader–member exchange (LMX) and social exchange theory (SET), this study aims to propose a conceptual model that explores the nexus between inclusive leadership and turnover intention as mediated by follower–leader goal congruence and organizational commitment.Design/methodology/approachData were collected via a survey questionnaire from a sample of 322 front line employees working in different banks in Pakistan. The structural equational modeling (SEM) technique was used for hypotheses testing.FindingsFindings of the study show that inclusive leadership has a positive influence on follower–leader goal congruence which in turn has a positive influence on organizational commitment. Further, organizational commitment has a negative influence on turnover intention. Additionally, the results lend support to the mediating effects of follower–leader goal congruence on the relationship between inclusive leadership and organizational commitment, and the mediating effect of organizational commitment on the relationship between follower–leader goal congruence and turnover intention.Research limitations/implicationsThis research extends the literature on inclusive leadership, follower–leader goal congruence, organizational commitment and turnover intention. This study focuses on the follower–leader centric approach.Practical implicationsThe findings of this study can guide policymakers and management of the banking industry to develop the inclusive leadership qualities of existing managers to reduce the turnover intention of their employees.Originality/valueBy incorporating LMX and SET, this study tests a model that demonstrates the mediating role of follower–leader goal congruence and organizational commitment in the relationship between inclusive leadership and employees’ turnover intention.

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Inclusive leadership: scale validation and potential consequences

Cited by 23 publications

References 54 publications

Moving diversity, equity, and inclusion from opinion to evidence

Moving diversity, equity, and inclusion from opinion to evidence

The impact of inclusive leadership on innovative work behavior: a mediated moderation model

Inclusive leadership and turnover intention: the role of follower–leader goal congruence and organizational commitment

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