| 其他摘要 | As economic globalization becomes more and more obvious, modern knowledge-based employees and the new generation of employees have gradually grown up, and their differentiated needs for work styles, values, and work autonomy are becoming more and more obvious. In order to strive for or maintain their own competitive advantages, organizations need to constantly explore their own new breakthrough points. Their demands on "how to use limited resources to create more value" are becoming more and more intense, but in terms of human resources input and output so far it has not met the corresponding expectations. Relevant research results show that the overall motivation and work engagement levels of global employees have not reached a high level, and the type of leaders in the team and their management style in an organization have a significant impact on employees' work engagement. If employees adapt to and recognize their leaders' style and behavior, their work enthusiasm and performance are likely to be positive. At the same time, some studies have proposed that inclusive leaders always support employees in management practice, care about the welfare, emotions and expectations of subordinates, encourage and appreciate employees' innovative contributions, and they tend to open communication, respect and treat subordinates fairly, and rationally understand and tolerate employees' failures. Thus, inclusive leadership is more matched with the differentiated needs of the new generation and knowledge-based employees.
In order to explore ways to promote employees' work engagement, this study conducted research on inclusive leaders' promotion of work engagement through employees' psychological capital, and further examines the role of boundary conditions (power distance orientation). The inclusive leadership scale, the work engagement scale, the psychological capital questionnaire (PCQ-12, the short version of PCQ-24), and the power distance orientation scale were used to measure 300 employees at three time points in this study. The results show that: (1) Inclusive leadership significantly was positively related to employee's work engagement; (2) Psychological capital mediated the relationship between inclusive leadership and work engagement; (3) Power distance orientation further moderated the indirect effect of psychological capital on inclusive leadership and employee's work engagement. Specifically, with the increase of employees' power distance orientation, the role of inclusive leadership in promoting work engagement through psychological capital weakened. In other words, inclusive leadership can promote work engagement by enhancing employees' psychological capital, which is more evident among employees with low power distance orientation.
Previous relevant studies mainly focused on the impact of power distance orientation on authoritarian leadership, moral leadership and leaders' humorous behavior. This study clarified the moderating role of power distance orientation in inclusive leadership promoting employees' work engagement through employees' psychological capital, which is innovative, complementary to the research in related fields and has a certain theoretical contribution. At the same time, this study has a better understanding of how inclusive leadership affects employees' work engagement and under what circumstances can improve employees' psychological capital to promote work engagement, so as to provide more effective reference suggestions for enterprise management practice and human capital appreciation. |
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