The Effects of Inclusive Leadership on Job Performance through Mediators

Main Article Content

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

Abstract

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.

Article Details

How to Cite
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), 63–94. https://doi.org/10.21315/aamj2019.24.2.4
Section
Original Articles