Impact of inclusive leadership on adaptive performance with the mediation of vigor at work and moderation of internal locus of control

• Published date: 01 February 2022
• Author: Khan Qurrahtulain,Tayyaba Bashir,Iftikhar Hussain,Shakeel Ahmed,Aamir Nisar
• Date: 01 February 2022
• DOI: http://doi.org/10.1002/pa.2380

ACADEMIC PAPER

Impact of inclusive leadership on adaptive performance with

the mediation of vigor at work and moderation of internal

locus of control

Khan Qurrahtulain

1

| Tayyaba Bashir

2

| Iftikhar Hussain

2

| Shakeel Ahmed

2

|

Aamir Nisar

2

1

Department of Public Administration,

University of Kotli AJK, Kotli, Pakistan

2

University of Kotli Azad Jammu & Kashmir,

Kotli, Pakistan

Correspondence

Khan Qurrahtulain, Department of Public

Administration, University of Kotli Azad

Jammu & Kashmir, Kotli Azad, Jammu &

Kashmir, Pakistan.

Email: qurratulainkhan85@hotmail.com

Inclusive leadership (IL) can enhance performance and vigor at work. Through the

perspective of affective events theory and social exchange theory, this research

investigates the relationships between IL and adaptive performance (AP) with the

mediating role of vigor at work (VW) and the moderating role of internal locus of con-

trol (ILC). Data were collected in three time lags from employees and their supervi-

sors in the textile industry of Pakistan. Confirmatory factor analysis (CFA) was

conducted to determine the distinctiveness of study variables. The results established

that IL enhanced adaptive performance, while vigor at work mediated the relation-

ship between IL and adaptive performance. This study contributes to the leadership

literature since limited attention was paid to the role of IL as a predictor of adaptive

performance indirectly through vigor at work and ILC at the workplace. Implications

of the study are also discussed.

1|INTRODUCTION

There is stiff competition among firms across different industries due

to rapid technological changes. Number of factors is pushing busi-

nesses to remain competitive through innovation and creativity.

Hence the role of leadership becomes inevitably significant to remain

competitive and innovative simultaneously. Recently, the literature

has suggested that inclusive leadership (IL) is the need of the era

(Javed, Guo, & Figgis, 2017) IL was initially coined by Nembhard and

Edmondson (2006) they define that inclusive leaders have three basic

characteristics, that is, open, accessible, and available. They explained

that inclusive leaders are those who are easily accessible and available

to listen to new ideas from their subordinates. Past studies suggest

that relational leadership role is positively associated with creative or

innovative work behavior (Carmeli, Reiter-Palmon, & Ziv, 2010; Javed

et al., 2017). Research has proved that organizations that have inclu-

sive leaders that prevail inclusive cultures tend to have subordinates

who stay longer, contribute more, make wise decisions, collaborate

more effectively, perform better, and are more energetic, engaged,

innovative, adaptive, and motivated (Abidin & Noraida, 2017;

Early, 2020). Recent research shows that IL is required to create an

inclusive environment that ultimately raises workplace diversity

(Ashikali, Groeneveld & Kuipers, 2020). The study argues that IL con-

centrates on creating an environment and culture where differences

are appreciated and valued, contrasting perspectives and opinions are

encouraged, and subordinates have a sense of belongingness and

ownership. IL always provides support to subordinates, and maintains

openness with them to contribute and remains accessible and does

not hide the knowledge and provide a safe environment in which the

identity of team or diversity is not compromised (Nembhard &

Edmondson, 2006; Randel et al., 2018). Particularly, IL share vision

with subordinates and give importance to their ideas in a friendly

environment; and therefore, subordinates sense eager and display

more loyalty and commitment through exhibiting extra-role perfor-

mance, such as raising voice for novel thoughts (Choi, Tran, &

Kang, 2017).

Inclusive leader enhances workplace diversity (Ashikali

et al., 2020) and engaging and motivating people at work to do their

best. When the leadership is energetic, it creates an environment that

involves employees to participate in decision making, consequently

the employee also feels excited and energetic because they recipro-

cate the same behavior of the leader. Hence, the study argues that IL

Received: 28 July 2020 Revised: 6 August 2020 Accepted: 9 August 2020

DOI: 10.1002/pa.2380

J Public Affairs. 2022;22:e2380. wileyonlinelibrary.com/journal/pa © 2020 John Wiley & Sons Ltd 1of9

https://doi.org/10.1002/pa.2380