Unveiling the mechanism between fun at work and career satisfaction: the roles of organizational inclusion and inclusive leadership

Abstract

PurposeNowadays, employees are more concerned about their career and the same has become challenging for the organizations. Therefore, this study aims to highlight the importance of fun at work towards employees' career satisfaction through organizational inclusion. Further, it sheds light on how inclusive leadership moderates the association between fun at work and organizational inclusion.Design/methodology/approachThis study used a questionnaire-based survey to collect data from 321 employees working in the information technology (IT) sector between January to March 2023. Specifically, the study used a cross-sectional time-lag design to collect data using convenience sampling.FindingsStructural equation modeling analysis revealed that employees' perceptions of fun at work positively influence their career satisfaction. In addition, organizational inclusion mediated this association, whereas inclusive leadership strengthened the association between fun at work and organizational inclusion.Research limitations/implicationsThe foremost limitation is the cross-sectional time lag design which restricts causality. However, the findings offer some implications for the management by focusing on the working environment (e.g. social gatherings, parties and celebrations), and leadership (that values employees) can create feelings of inclusion among employees which makes them feel energized and enthusiastic about their organization and career.Originality/valueBuilding on evolutionary emancipatory and social exchange theory, this study highlights the importance of organizational inclusion and inclusive leadership between employees' perceptions of fun at work and career satisfaction.

Unveiling the mechanisms by which inclusive leadership influences the good soldier syndrome among health-care employees

“…, 2023; Edmondson, 1999: Edmondson et al ., 2004). Inclusive leaders demonstrate their availability to employees at every step (Islam and Ahmed, 2023), thereby supporting employees to generate new and novel ideas (Sharifirad and Ataei, 2012). IL refers to the quality of leaders who exhibit visibility, accessibility and availability in their interactions with followers and make sure employees have access to decision-making (Carmeli et al.…”

“…, 2020). IL makes employees feel energized and enthusiastic about their organization and career (Islam and Ahmed, 2023), by applying justice, fairness and equity in the processes and supporting and empowering belongingness, uniqueness and voice (Asif et al. , 2019).…”

“…Inclusive leadership IL is a set of positive leader behaviors that facilitate group members' perception of belongingness while maintaining their uniqueness for them to have fully contributed to group processes and outcomes (Randel et al, 2023;Edmondson, 1999: Edmondson et al, 2004. Inclusive leaders demonstrate their availability to employees at every step (Islam and Ahmed, 2023), thereby supporting employees to generate new and novel ideas (Sharifirad and Ataei, 2012). IL refers to the quality of leaders who exhibit visibility, accessibility and availability in their interactions with followers and make sure employees have access to decision-making (Carmeli et al, 2010, p. 250).…”

“…Such leaders focus on removing the hurdles in the path of employees, provide a relaxed state of mind (Lee and Dahinten, 2021) and reduce psychological pain (Ahmed et al, 2020). IL makes employees feel energized and enthusiastic about their organization and career (Islam and Ahmed, 2023), by applying justice, fairness and equity in the processes and supporting and empowering belongingness, uniqueness and voice (Asif et al, 2019).…”