THE IMPACT OF INCLUSIVE LEADERSHIP ON EMPLOYEE JOB PERFORMANCE: A MODERATED MEDIATION MODEL

Abstract

Introduction: With the economy's rapid expansion, tourism has become a vital component of the tertiary industry and is experiencing significant growth globally. This surge in tourism has intensified competition within the hotel industry, prompting the need for greater inclusivity in organizational management to adapt to the internationalization process. Inclusive leadership, characterized by attentiveness to employee perspectives and fostering a supportive environment, plays a pivotal role in promoting organizational inclusivity and employee empowerment, which, in turn, influences job performance.

Research Theory and Hypotheses: This study employs social exchange theory to examine the underlying mechanisms linking inclusive leadership and job performance, along with the moderating role of promotion orientation. It posits that inclusive leadership fosters a reciprocal exchange relationship between leaders and employees, increasing employee psychological empowerment. Psychological empowerment, in turn, is proposed as a mediator between inclusive leadership and job performance. Additionally, promotion orientation is hypothesized to positively moderate the relationship between inclusive leadership and psychological empowerment, ultimately impacting job performance.

Research Methods and Procedures: A survey was conducted among professional teams in the hotel industry, with data collected through paper questionnaires distributed over three stages. Confirmatory factor analysis and mediation analysis were performed using SPSS and AMOS software to test the research hypotheses.

Results: The study findings confirm a positive relationship between inclusive leadership and psychological empowerment, mediated by the latter's influence on job performance. Moreover, promotion orientation was found to moderate the impact of inclusive leadership on psychological empowerment and subsequently on job performance, suggesting that employees with a promotion orientation are more responsive to inclusive leadership behaviors.

Discussion and Outlook: This research contributes to the understanding of the effectiveness of inclusive leadership in enhancing job performance in the hotel industry. Practical implications include the importance of fostering inclusive leadership behaviors and addressing employees' intrinsic needs to improve organizational outcomes. Future research directions could explore other moderating variables and expand the scope of investigation beyond a single industry.

Limitations and Future Research Directions: Limitations include potential common method variance and the need for broader geographical representation in future studies. Additionally, further exploration of both promotion and prevention orientations as moderator variables could provide a more comprehensive understanding of leadership effectiveness.

Conclusion: This study underscores the significance of inclusive leadership in promoting employee empowerment and enhancing job performance, offering valuable insights for organizational management in the hospitality sector and beyond.