The Effects of Inclusive Leadership on Job Performance through Mediators

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Phuong V. Nguyen
Huyen Thi Ngoc Le
Thi Vu Anh Trinh
Huynh Thi Sa Do


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 person-job 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.


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Nguyen, P. V., Le, H. T. N., Trinh, T. V. A., & Do, H. T. S. (2019). The Effects of Inclusive Leadership on Job Performance through Mediators. Asian Academy of Management Journal, 24(2). Retrieved from
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