The Effect of Inclusive Leadership on Employee Well-Being: A Case of XYZ Bank in Yunnan, China
Keywords:, inclusive leadership, equal treatment, employee participation, respect for employee, value recognition, employee well-being.
In the context of economic globalization and the increase of global population mobility, in order to achieve better development, organizations must employ employees of different races, cultures, skills, and other different backgrounds, which directly leads to the increase of employee diversity. At the same time, with the improvement of the quality of life and the overall education level of the staff, the needs of the staff are differentiated. In order for these differentiated individuals to work happily, organizations must meet their differentiated needs. The purpose of the study was to determine the effect of inclusive leadership traits affecting employee well-being of XYZ Bank in China in response to recommended plans on enhancing the inclusiveness of leadership for higher employee well-being. Quantitative data got accumulated from 130 employees working through questionnaires. The result of the data was analyzed by using the mean score and multiple linear regression. The result showed that there was a significant effect between employee development, respect for employees, equal treatment, and value recognition toward employee well-being. Among them, employee development has the greatest significant impact on employee well-being, followed by respect for the employee has a significant impact on employee well-being, the third is the significant impact of equal treatment on employee well-being, and the last is the significant impact of value identity on employee well-being. It could be concluded that including findings, it was of imperativeness for the company to implement plans on improving the inclusiveness of leadership through relevant workshops, and set up new criteria or regulations within the company in exchange for higher employee well-being.
Amyx D, Sharma D, Alfbrd B L. (2014). The Influence of Role Ambiguity and Goal Acceptance on Salesperson Performance and Commitment[J]. Marketing Management Journal, Spring 2014:52-65.
Avey J B, Luthans F, Smith R M, et al. (2010). Impact of Positive Psychological Capital on Employee Well-Being Over Time [J]. Journal of Occupational Health Psychology, 2010, 15(1):17.
Avey J B, Reichard R J, Luthans F, et al. (2011). Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance [J]. Human Resource Development Quarterly, 2011, 22(2):127-152.
Avolio B J, Gardner W L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership [J]. The Leadership Quarterly, 2005, 16(3): 315-338. Bakker A B, Oerlemans WG M. (2011) Subjective well-being in organizations[M]// The Oxford Handbook of Positive Organizational Scholarship. 2011:178-189.
Bowers K W, Robertson M, Parchman M L. (2012). How inclusive leadership can help your practice adapt to change[J]. Family Practice Management, 2012,19(1):8-11.
Bowling N A. (2008) Positive and Negative Affectivity and Facet Satisfaction: A Meta- analysis]. Journal of Business and Psychology, 2008,23(3):115-125.
Carmeil, A, Roni ReiterPalmon, Enbal Ziv. (2010). Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety [J]. Creativity Research Journal, 2010, 22(3):250-260
Choi, S.B., Tran, T.B.H. & Kang, SW. J (2017). Happiness Stud (2017) 18: 1877. https://doi.org/10.1007/s10902-016-9801-6
Cheng Wei Bo (2014), "An Empirical Study of Inclusive Leadership on Employee Attitudes and Behavior." Research paper for Central South University. http://kns.cnki.net/kns/detail/detail.aspx?FileName=1014395632.nh&DbName=CDFD2015
Diener E, Robert A. Emmons, Randy J. Larsen, et al. (1985). The Satisfaction with Life Scale [J]. Journal of Personality Assessment, 1985,49(1):71-75.
Diener E, Seligman M E P. (2004). Beyond Money: Toward an Economy of Well-being[J]. Psychological Science in the Public Interest, a Journal of the American Psychological Society, 2004, 5(1):201-265.
Edwards, P. Wright., M. (2010). High-involvement work systems, and performance outcomes: the strength of variable, contingent, and context-bound relationships[J]. International Journal of Human Resource Management, 2010,12(4):568-585.
Eisenberger R, Huntington R, Hutchison S, et al. (1986) Perceived organizational support [J]. Journal of Applied Psychology, 1986, 71:500-507.
Erez M, Kanfer F H. (1983). The role of goal acceptance in goal setting and task performance [J]. Academy of Management Review Academy of Management, 1983, 8(3):454-463.
Fry L W. (2003) Toward a theory of spiritual leadership[J]. Leadership Quarterly, 2003, 14(6):693-727.
Fang Yangchun, Jin Huihong. (2014). An Empirical Study on the influence of inclusive leadership style on the performance of university research teams [J]. Technology and economy, 2014,33 (4): 53-57
Feng Ji. (2010) A study on the relationship model among psychological contract, well-being, and job performance [D]. Nanchang University, 2010
Galbraith, J. (2010). Economics and the Public Purpose.
Greene C N. (1989) Cohesion and Productivity in Work Groups [J]. Small-Group Research, 1989, 20(20):70-86.
Hollander E. (2009) Inclusive Leadership: The Essential Leader-Follower Relationship[M]. New York: Routledge.
Hantula D A. (2009) Inclusive Leadership: The Essential Leader-Follower Relationship^]. Psychological Record, 2009, 59(4):701-703.
Herrbach O, Mignonac K. (2004). How organizational image affects employee attitudes[J]. Human Resource Management Journal, 2004, 14(4):76-88.
Hu Yuchen, Zhan Honglu. (2014). Analysis on the improvement of employees' happiness based on mind-based management. Jiangxi Social Science, 2014,06:234-239
Kara D, Uysal M, Sirgy M J, et al. (2013). The effects of leadership style on employee well-being in hospitality [J]. International Journal of Hospitality Management, 2013, 34(6):9-18.
Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30, 607-610.
Laywer, E.E., (1994). Total Quality Management, and Employee Involvement: Are They Compatible? [J]. Academy of Management Executive,1994,8(1):68-76
Li Yanping, Xu J, Tu Y, et al. (2014). Ethical leadership and subordinates9 occupational well-being: A multi-level examination in China[J]. Social Indicators Research, 2014, 116(3): 823¬842.
Li Yanping, Yang T, Pan Y J, et al. (2012). Building and implementing inclusive leadership based on the perspective of new generation employee management. China human resources development, 2012 (3): 31-35
Liu J, Siu O L, Shi K. (2010). Transformational Leadership and Employee Well-Being: The Mediating Role of Trust in the Leader and Self-efficacy [J]. Applied Psychology, 2010, 59(3):454-479.
Li Yun. (2011). An Empirical Study on the relationship between Big Five personality traits and employee development [D]. Anhui: China University of science and technology, 2011. Doi: 10.7666/d.d141807
Liu Yu. (2005). Ethical care: a rational way of modern enterprise staff management.
McGregor. (1987) McGregor's Theory X and Theory Y. http://www.whatishumanresource.com/mcgregors-theory-x-and-theory-y
Miller, F A. (1998). Strategic Culture Change: The Door to Achieving High Performance and Inclusion[J]. Public Personnel Management, 1998,27(2):151-160.
Miner A G, Glomb T M. (2010). State mood, task performance, and behavior at work: A within persons9 approach[J]. Organizational Behavior & Human Decision Processes, 2010, 112(1):43-57.
Muse LA, Stamper C L. (2007). Perceived organizational support and its consequences: Evidence for a mediated association with work performance [J]. Journal of Managerial Issues, 2007, 19(4):517-535.
McLeod, S. A. (2018, May 21). Maslow's hierarchy of needs. Retrieved from https://www.simplypsychology.org/maslow.html
Miao Yuanjiang, Wang Xuguang, Chen Yanfei. (2011). A review of employee well-being research. Regional economic review, 2011 (8): 92-96
Nembhard I M, Edmondson A C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams[J]. Journal of Organizational Behavior, 2006,27:941-966.
Page, K., Dianne A. (2009). VellaBrodrick. The 'What,' "Why9, and 'How9 of Employee Well-being: A New Model[J]. Social Indicators Research, 2009,90(3):441-458.
Redding W C.( 1972) . Communication within the Organization: An Interpretive Review of
Theory and Research[M]. New York: Industrial Communication Council.
Roberson Q, M. (2006). Disentangling the Meanings of Diversity and Inclusion in Organizations[J], Group & Organization Management: An International Journal, 2006, 1098(2):212-236.
Robertson, F. J. (2009).Leadership, psychological well-being, and organizational outcomes. New York: Oxford University Press, 2009:159-179.
Rogers D P. 1982 . The development of a measure of perceived communication openness [J]. Journal of Business Communication, 24(4): 53-61.
Song , M. , Yang , C. Tang , Z. (2015) The influence of sincere leadership on employees' subjective well-being: an explanation based on social learning theory. Journal of Central South University (SOCIAL SCIENCE EDITION), 2015 (5): 146-153
Suk Bong , C. , Thi Bich Hanh , T. , and Seung-wan, K. (2016). "Inclusive Leadership and employee well-being: The mediating role of Person-Job Fit." Research paper for J Happiness Stud. DOI 10.1007/s10902-016-9801-6. Oct 2016.
Wright T A, Cropanzano R. (2004). The Role of Psychological Well-being in Job Performance: A Fresh Look at an Age-Old Quest [J]. Organizational Dynamics, 2004,33(4):338-351.
Xie Y., Liu, X., Pan , Xi.(2010) An Empirical Study on the Influence of Employee Participation on Employee Loyalty [J]. Journal of Hunan University, 2010, (5): 52-56
Xie , Y, Zhang , Q.(2013) Research on the Influence of New Generation Employee Participation on Employee Satisfaction [J]. Journal of Management, 2013, (8): 1162-1169
Xu P. , Bai , G, Chen, Z. (2016) Research on the Relationship Between Incentive and Innovation Performance of Knowledge Workers: the non-linear mediating role of organizational citizenship behavior [J]. Science and technology management, 2016 (5): 129-137
Xia C. (2004) Pay Attention to "Respect Needs" in Incentive Management [J]. Journal of Beijing Federation of trade unions staff University. 2004, 19 (1): 12-15
Yao M., Li , Y. (2014) Research on the mechanism of inclusive leadership on employees' innovative behavior [J]. Science and technology progress and countermeasures, 2014 (10): 6-9
Zhao, C, Chi, W., & Chen , G. (2008). Review of Employee Participation in Management Research. China Academic Conference on Organizational Learning and Learning Organization Research and Practice.
Zhou , Z. (2013) A study on the relationship between openness, willingness to change, organizational learning, and innovation performance [D]. Nanjing University of Technology.
Zhang , W (2013). Research on employee satisfaction of private enterprises based on the theory of demand hierarchy.