Inclusive Leadership and Work Engagement: Mediating Roles of Affective Organizational Commitment and Creativity

By Suk Bong Choi, Thi Bich Hanh Tran, Byung Il Park. 2015

337 citations recorded by the source corpus.

We examined the mediating roles of affective organizational commitment and employee creativity in the relationship between inclusive leadership and employee work engagement. Participants were 246 employees of 6 companies in the services industry in Vietnam, and they completed the Employee Work Engagement Scale, Inclusive Leadership Scale, Affective Organizational Commitment Scale, and Employee Creativity Scale. We found that inclusive leadership was positively related to employee work engagement, and that both affective organizational commitment and employee creativity mediated this relationship. Our findings represent a theoretical contribution to social exchange theory and provide useful managerial implications for organizations to improve work engagement among employees.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d274901083e0e61f060979d6a24db23a19426ebf

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion (2021, background): “…Javed, Mubarak, & Saudagar, 2020), psychological empowerment (Khan et al., 2020), creativity (Carmeli et al., 2010; Choi, Tran, & Park, 2015), work engagement and affective commitment (Choi et al., 2015), thriving at work (Li, Guo & Wan, 2019), and enhanced unit performance (Hirak et al., 2012).”
Green inclusive leadership and green creativity in the tourism and hospitality sector: serial mediation of green psychological climate and work engagement (2021, background): “Some past studies have gone beyond the generic discussion about the positive influence of leadership on work engagement to link it with different leadership styles, such as transformational, ethical, authentic, and inclusive (Choi et al., 2015; Ghadi et al., 2013).”
Inclusive Leadership in Thought and Action: A Thematic Analysis (2021, positive): “…new ideas and feedback facilitates a supportive climate in which employees feel comfortable experimenting and offering alternative perspectives (Choi et al., 2015, Choi, Tran, & Kang, 2017; Javed et al., 2017; Qi, Liu, Wei, & Hu, 2019), studies to investigate the relationship between inclusive…”
Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “Put more strongly, work engagement might be a critical driver of business success (Choi et al., 2015; Strom et al., 2014).”
The Relationship Between Work Engagement and Organizational Commitment: Proposing Research Agendas Through a Review of Empirical Literature (2017, background): “…more than half of studies focused on the affective dimension when conceptualizing and measuring employees’ commitment to an organization, as evidenced throughout this review (e.g., Barnes & Collier, 2013; Choi et al., 2015; Karatepe, 2013; Parzefall & Hakanen, 2010; Rivkin et al., 2016).”
Effects of inclusive leadership on organizational citizenship behavior: the mediating roles of organizational justice and learning culture (2019, background): “In addition, such inclusive leaders’ ability to promote individuals’ needs may cultivate employees’ internal and social desires, such as learning and studying (Choi et al., 2015; Nembhard & Edmondson, 2006).”
Leadership, creativity, and innovation: A critical review and practical recommendations (2018, neutral): “*Lee, D. S., Lee, K. C., Seo, Y. W., & Choi (2015).”
Silence is not Golden: Motivating Employee Voice through Inclusive Leadership (2020, background): “…contribute to positive follower outcomes such as increased job performance (Randel et al., 2018; Mitchell et al., 2015; Hirak et al., 2012), well-being (Choi et al., 2017), creativity and innovative behavior (Randel et al., 2018; Choi et al., 2017), and work engagement (Choi et al., 2015).”