Khanna, Sanaya; P us y, Twinkle
A icle
Di e si y-o ien ed leade ship (DOL) as a p edic o o employee
ad ocacy (EA) in selec o une Indian companies: media ing e ec s o
symme ical in e nal communica ion (SIC) and wo k engagemen (WE)
Cogen Business & Managemen
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Sugges ed Ci a ion: Khanna, Sanaya; P us y, Twinkle (2024) : Di e si y-o ien ed leade ship (DOL)
as a p edic o o employee ad ocacy (EA) in selec o une Indian companies: media ing e ec s
o symme ical in e nal communica ion (SIC) and wo k engagemen (WE), Cogen Business &
Managemen , ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol. 11, Iss. 1, pp. 1-19,
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Di e si y-o ien ed leade ship (DOL) as a
p edic o o employee ad ocacy (EA) in selec
o une Indian companies: media ing effec s o
symme ical in e nal communica ion (SIC) and
wo k engagemen (WE)
Sanaya Khanna & Twinkle P us y
To ci e his a icle: Sanaya Khanna & Twinkle P us y (2024) Di e si y-o ien ed leade ship (DOL)
as a p edic o o employee ad ocacy (EA) in selec o une Indian companies: media ing effec s
o symme ical in e nal communica ion (SIC) and wo k engagemen (WE), Cogen Business &
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ManageMen | ReseaRch aR icle
Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2377768
Di e si y-o ien ed leade ship (DOL) as a p edic o o employee
ad ocacy (EA) in selec o une Indian companies: media ing e ec s
o symme ical in e nal communica ion (SIC) and wo k engagemen
(WE)
sanaya Khanna and winkle P us y
Facul y o Comme ce, Bana as Hindu uni e si y, Va anasi, india
ABSTRACT
Rising globaliza ion, changing labou -ma ke demog aphics, and as -paced
con inuous ansi ions ha e inc eased he necessi y o di e si y-o ien ed leade ship
in app ecia ing people o a ied o igins and ai s and, o some ex en , add essing
hese o ganiza ional di icul ies. he s udy aims o in es iga e he impac o
di e si y-o ien ed leade ship on he ad oca i e beha iou s o employees wo king
in selec ed companies, using he social exchange heo y amewo k. Fu he mo e,
i aims o e alua e he media ion e ec s o symme ical in e nal communica ion
and wo k engagemen , as well as co a ia es/con ol a iables like age, gende ,
educa ional quali ica ions, and he chosen company, on he associa ion be ween
di e si y-o ien ed leade ship and employee ad ocacy. he cu en s udy uses he
Pos -Posi i ism Philosophy o e alua e he cause-and-e ec ela ionship be ween
selec ed cons uc s. a sample size o 413 indi iduals was d awn om he employee
bases o he chosen Fo une indian companies using p opo iona e andom sampling
me hod. a sel - s uc u ed esea ch ins umen was used employing se e al scales,
de i ed om he ‘inclusion and Belonging assessmen scale’, wi h i ems anging om
s ongly- ag ee o s ongly disag ee. he s udy uses he hayes P ocess Mac o-Model
Ve sion 4.0 in sPss 20.0 o examine he e ec o di e si y-o ien ed leade ship on
employee ad ocacy. i also akes in o accoun he media ing oles o symme ical
in e nal communica ion and wo k engagemen , as well as co a ia es like age, gende ,
educa ional backg ound, and he chosen company. he esul s indica e ha bo h
symme ical in e nal communica ion and wo k engagemen pa ially media e he
ela ionship be ween di e si y-o ien ed leade ship and employee ad ocacy, and he
media ion is complemen a y. addi ionally, he company was ound o be a signi ican
co a ia e a ec ing employee ad ocacy and wo k engagemen bu had an insigni ican
impac on symme ical in e nal communica ion.
1. In oduc ion
he changing global landscape, demog aphic changes, and apid ans o ma ions pose inc easing di e -
si y challenges o o ganiza ions, unde sco ing he need o de elop o ganiza ional capaci y o ackle his
issue e icien ly (holck, 2016; holck e al., 2016). also, in ecen yea s, he desi e o social jus ice has
made i impe a i e o co po a e leade s o speak ou o wha is igh and o os e di e si y o indi id-
uals and iewpoin s (lyons, 2020). his unde s anding o wo k o ce di e si y is e en mo e c ucial in he
case o c oss-cul u al se ings (g een e al., n.d.). a leade ’s capaci y o manage di e si y and ca y ou
e e -mo e complica ed company plans is essen ial o main aining globaliza ion’s compe i i e edge in he
wen y- i s cen u y’s cu h oa economic en i onmen (Kulik, 2014). global leade s mus adap o
c oss-cul u al ends, unde s and leade ship signi icance, and de elop e ec i e s a egies o long- e m
change o sus ainabili y in leade ship (Rahman, 2019). in ligh o his ambi ion, leade ship is now seen
as c ucial o c ea ing an o ganiza ional cul u e and a eac ion o ackle hese challenges, and has been
quan i a i ely esea ched in se e al sec o s and coun ies (Do & Mai, 2020). Di e si y-o ien ed leade ship
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup.
CONTACT sanaya Khanna sanay[email p o ec ed] Facul y o Comme ce, Bana as Hindu uni e si y, Va anasi, 221005, india.
h ps://doi.o g/10.1080/23311975.2024.2377768
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 25 sep embe
2023
Re ised 24 May 2024
accep ed 3 July 2024
KEYWORDS
Di e si y-o ien ed
leade ship; employee
ad ocacy; symme ical
in e nal communica ion;
wo k engagemen ; hayes
p ocess mac o-model
e sion 4.0; media ion;
o une indian i ms
REVIEWING EDITOR
Pablo Ruiz, Uni e sidad
de cas illa-la Mancha,
spain
SUBJECTS
leade ship; O ganiza ional
communica ion;
Pe sonnel selec ion,
assessmen , and human
Resou ce Managemen ;
Wo k & O ganiza ional
Psychology
2 s. Khanna anD . PRUs Y
has he eby e ol ed as a c i ical componen o es ablishing a di e se and ib an o ganiza ion in oday’s
as -changing co po a e landscape and is ega ded as an ‘aid o ade’ in employee pe o mance in he
co po a e en i onmen (Rahman, 2019). i in ol es mo e han jus including di e en people on leade -
ship eams like os e ing an a mosphe e whe e e e yone eels app ecia ed, alued, and empowe ed o
con ibu e hei own iewpoin s and hough s. he s a egic leade ship heo y also sugges s a ame-
wo k o managing di e se people o p o ide pe o mance gains, wi h a pa icula emphasis on senio
leade s’ oles in di e si y leade ship inside hei o ganiza ions (Ma ins, 2020).
employee ad ocacy has been a popula issue in ecen yea s, c ea ing a lo o alk in business, public
ela ions, and ma ke ing ci cles oday ( helen, 2020). Public ela ions expe s ha e s a ed ha employee
ad ocacy is he ue es o a company’s connec ion wi h i s employees ( helen & Men, 2023) and is
linked o be e le els o b and ecogni ion, popula i y, g ow h, and e enue ( homas, 2020). howe e ,
he e isn’ ye a consensus on wha exac ly employee ad ocacy en ails. some schola s de ine ad ocacy
as good wo d-o -mou h, while o he s say ha i also en ails de ending an ins i u ion agains c i icism in
addi ion o speaking a ou ably abou i (lee & Kim, 2020). i speaks o he olun a y ex a-social
beha iou o employees (De Ke pel & Van Ke ckho e, 2023) which aids an o ganiza ion in p omo ing i s
alue among he s akeholde s (Yeh, 2014). Volun ee ing, p omo ing he company as a place o wo k,
sp eading co po a e in o ma ion, suppo ing he wel a e o he company, and making p oposals o
s eng hen and p o ec he company a e all examples o employee ad ocacy ac i i y (De Ke pel & Van
Ke ckho e, 2023); helen, 2020). P esen -day o ganiza ions a e in es ing in iden i ying s a egies o p o-
mo e his conduc as hey become mo e conscious o he signi icance o wo ke s as b and ambassado s
and he inc easing impo ance o his beha iou ( helen, 2020; Walden & Kingsley Wes e man, 2018).
employee ad ocacy on behal o he company can also aid in lu ing highly quali ied pe sonnel (Wilden
e al., 2010), and acco ding o s a is ics, may esul in 48% bigge ag eemen s and 16% highe win a es
(Kunsman, 2021). also, he employee ad ocacy ma ke a he global le el is an icipa ed o ise a an
excep ional a e be ween 2023 and 2030 (linkedin, 2024).
empi ical esea ch has demons a ed he e ec i eness o in e nal communica ion in es ablishing com-
pany cul u e (Macmillan e al., 2021). i has been a key concep in he s udy o communica ion and
public ela ions (Kang & Pa k, 2017) and is ega ded as a c ucial elemen o he success o any ins i u-
ion (gomes e al., 2023). i ocuses on o mal communica ion in an o ganiza ion, which is gene ally
con eyed om managemen o employees ia di e en mass communica ion me hods (lee & Yue, 2020).
in pa icula , leade ship-le el mo i a ing language usage and o ganiza ional-le el symme ical in e nal
communica ion se e as an eceden s o a heal hy emo ional cul u e (Yue e al., 2021). symme ical in e -
nal communica ion is an e hical pe spec i e ha o ganiza ions use while in e ac ing wi h hei s ake-
holde s (Kang & Pa k, 2017) and he s udy o how his communica ion a ec s a ious employee ou comes
has exploded in ecen yea s (lee & Yue, 2020). he sic models, as desc ibed by he ideas o openness,
ecip oci y, nego ia ion, and ole ance o disag eemen be ween o ganiza ions and hei employees, a e
used by en e p ises o gi e wo ke s mo e au ho i y in decision-making so hey may a i e a solu ions
ha a e accep able o bo h pa ies (Kang & Pa k, 2022; lee & Yue, 2020).
coming o he concep o wo k engagemen , al hough i has been a ound o a long ime, he e ha e
some imes been deba es o e wha i uly means (Macey & schneide , 2008). he e ha e been se e al
academic s udies on he subjec (alb ech e al., 2018; hakanen e al., 2019; lee e al., 2019; Pa k & Ono,
2017; salano a e al., 2005; Xan hopoulou e al., 2013), bu no single accep ed de ini ion o wha cons i-
u es employee engagemen in he academic communi y. Ye esea che s belie e ha engagemen is a
dis inc no ion ha con as s wi h o is connec ed o o he ideas (Mazzei, 2018). some schola s e alua e
wo k engagemen as a mul idimensional phenomenon (schau eli e al., 2002) while o he s ea i as a
one-dimensional me ic (Maslach & lei e , 1997). he ea lies de ini ion o wo k engagemen was he
‘ha nessing o o ganiza ional membe s’ o pe o m hei espec i e job du ies (Kahn, 1990). la e , in 1997,
Maslach and lei e o e ed a s a egy ha saw We as he ‘an ipode’ o bu nou , as de e mined by he
Maslach Bu nou in en o y (MBi) (Maslach e al., 2001). ano he de ini ion o wo k engagemen ea ed
i as a wo-dimensional concep ha in ol es ocus and concen a ion while wo king (Ro hba d, 2001).
P esen ly, engagemen is ega ded as a posi i e-mo i a ional a i ude o ene gy coupled wi h high le els
o de o ion and a s ong concen a ion on he ask (schau eli & Bakke , 2010). employee engagemen
has been p o en o be s ongly co ela ed wi h high le els o inno a ion, ask pe o mance,
cOgen BUsiness & ManageMen 3
o ganiza ional ci izenship beha iou , and cus ome happiness, making i ex emely desi ed o mode n
public and comme cial businesses (abdul ahman e al., 2022). hus, wi h clea , unde s andable goals and
inc eased esponsibili y, leade s and manage s may inspi e people’s con idence and p o ide hem wi h
decision-making au ho i y, inc easing hei engagemen le els (sabek i & se iawan, 2023).
he aim o his s udy is o comp ehensi ely analyze he connec ions be ween di e si y- ocused lead-
e ship, symme ical in e nal communica ion, wo k engagemen , and employee ad ocacy. addi ionally,
he s udy seeks o alida e he media ion model ha explains how di e si y- ocused leade ship in lu-
ences employee ad ocacy, wi h he help o symme ical in e nal communica ion and wo k engagemen .
his aspec o he s udy is expec ed o be g oundb eaking. his s udy will aid manage s and leade s in
pinpoin ing and ackling issues ha impac employee pe o mance and mo ale, allowing hem o imple-
men posi i e changes ha enhance employees’ o e all commi men and success o he company.
2. Li e a u e e iew and de elopmen o hypo heses
2.1. Theo e ical suppo
he cu en s udy examines he impac o di e si y-o ien ed leade ship on employees’ ad oca i e
beha iou s using he social exchange heo y amewo k. social exchange heo y (se ) is one o he main
heo ies o social in e ac ion in he social sciences, an in luen ial concep ual pa adigm in o ganiza ional
beha iou (c opanzano & Mi chell, 2005), and i s p ima y p oponen s we e (homans, 1958), (Blau, 1964),
and (eme son, 1976). in ac , i is ega ded as one o he benchma ks o analyzing beha iou in he
wo kplace (c opanzano & Mi chell, 2005). Roo ed back in he 1920s by Malinowski and Mauss, he heo y
has been used in a a ie y o ields since i s incep ion in he 1950s-1960s like managemen o commu-
nica ion and knowledge, sus ainabili y, human esou ce managemen and go e nance, o ganiza ional
ci izenship beha iou s, supe iso y and o ganiza ional suppo , employee commi men and ela ionships
in he wo kplace (Bishop e al., 2000; che nyak-hai & Rabenu, 2018; ladd & hen y, 2000; Wang & Zhang,
2019). acco ding o he heo y, when one pe son does some hing o ano he ha is o some alue o
hem, hey a e expec ed o p o ide hem wi h some hing simila ly alued in e u n (Blau, 1968), and
o e s a concep ual amewo k o he esul s o inclusion (sho e e al., 2018). as pe he heo y, a man-
age ’s use o ene gizing language and c ea ing an a mosphe e whe e s a membe s eel sa e, meaning-
ul, and a ailable can se e as socioemo ional esou ces ha may mo i a e hem o engage in olun a y
beha iou s like ad oca ing o hei o ganiza ion in e u n (Blau, 1968; gouldne , 1960; Kacma e al.,
2011). hus, he way ha subo dina es a e ea ed in luences how hey pe cei e social exchange when
i occu s be ween employees and hei immedia e supe io s (ca ne ale e al., 2019; chen e al., 2019;
hinkin & sch iesheim, 2015; Wayne e al., 1997). nume ous s udies ha e shown how leade ship a ec s
employees’ wo k- ela ed beha iou s and ou comes (Belschak e al., 2018; B own & e iño, 2006; ga ba
e al., 2018; Zhu e al., 2016). Many academics o public ela ions ha e also used he heo y o explain
why o ganiza ional and in e nal communica ion me hods, such as anspa en , symme ical, and
employee-cen e ed in e nal communica ion, a e so impo an in mo i a ing wo ke s o engage in ad o-
cacy beha iou (lee & Kim, 2020; helen, 2020; Walden & Kingsley Wes e man, 2018). Fu he mo e, he
heo y has also been used on he subjec o wo k engagemen in se e al esea ches (Bi ch e al., 2016;
c oss & Dundon, 2019; saks, 2006a).
2.2. Di e si y o ien ed leade ship (DOL) and symme ical in e nal communica ion (SIC)
in e nal communica ion may be seen as a pa o leade ship and go e nance gea ed a eaching a pa -
icula company’s pu pose and objec i e (Dahlman & heide, 2020). employees a e mo e likely o see hei
company’s commi men en i onmen as open and symme ical when leade s ac and communica e in an
inclusi e, ai , and equi able manne o all wo ke s, ega dless o hei iden i ies, posi ions, and expe i-
ences. Di e se leade s p omo e g oup coope a ion by gi ing eedback and explana ions, en icing s a o
pa icipa e in sha ed decision-making, and gi ing subo dina es he powe o make decisions (nishii &
Maye , 2009). Using s uc u al equa ion modelling on ac i e wo ke s du ing he cOViD-19 epidemic
pe iod, i was disco e ed ha di e si y-o ien ed leade ship had a subs an ial a ou able impac on sym-
me ical in e nal communica ion (Ma aningsih & jahjono, 2022). simila esul s we e ob ained on
4 s. Khanna anD . PRUs Y
ull- ime employees ac oss a ious indus y sec o s in he Uni ed s a es ( ao e al., 2018) and on a pu -
posi e sample o esponden s om di e en indus ies in indonesia (angawa i & Ku niawa i, 2022). in
acco dance wi h he esul s o he s udies and p e iously laid heo ies, he ollowing hypo heses can be
laid down:
h1: he e is a signi ican ela ionship be ween DOl and sic in selec ed Fo une indian companies.
2.3. Di e si y o ien ed leade ship (DOL) and wo k engagemen (WE)
he ela ionship be ween leade ship and engagemen is a signi ican heme in he li e a u e, and
al hough esea ch on he ela ionship be ween ans o ma ional leade ship and engagemen is ai ly
common (B ee aa e al., 2014; Yasin ghadi e al., 2013), esea ch on he ela ionship be ween
di e si y-o ien ed leade ship and wo k engagemen is ew. By being anspa en , app oachable, and
accessible, di e si y-o ien ed leade ship deli e s aluable esou ces o employees (Fang e al., 2019).
Di e si y leade s encou age employees o con ibu e mo e o hei o ganiza ion, leading o inc eased
wo k engagemen and a mo e dedica ed wo k en i onmen (Fang e al., 2019). Wo k engagemen is
g ea ly in luenced by he wo k en i onmen , leade ship s yle, job ea u es, and pe sonali y (de Mello e
souza Wilde mu h & Pauken, 2008) as he leade ’s di e si y- ocused app oach os e s espec , app aisal,
and en husiasm among employees, esul ing in a posi i e wo k en i onmen and inc eased engagemen
(amabile e al., 2005; a e y e al., 2007). a su ey o employees and hei manage s om se e al manu-
ac u ing indus ies in Vie nam ound a a ou able co ela ion be ween employee job engagemen and
di e si y- ocused hR policies (luu e al., 2019). se e al o he s udies ha e also con i med he ela ionship
be ween he wo cons uc s (Fang e al., 2019; li e al., 2018). he ollowing hypo hesis can be de el-
oped in ligh o he as majo i y o s udies and he social exchange heo y:
h2: he e is a signi ican ela ionship be ween DOl and We o employees in selec ed Fo une indian companies.
2.4. Di e si y o ien ed leade ship (DOL) and employee ad ocacy (EA)
Mode n co po a e leade s a e becoming mo e and mo e awa e o he alue o lexible, agile, and espon-
si e o ganiza ional cul u es (Denning, 2013). as a esul , schola s a e s a ing o ocus on he newes
di e si y- ocused leade ship s yles a he han only de ined, o mal, and ole-based o ms o leade ship
(caul ield & senge , 2017; Yamma ino e al., 2012). Many public ela ions esea che s who ha e s udied
he causes o employee ad ocacy ha e disco e ed ha co po a e leade ship has an impac on his
beha iou (lee & Kim, 2020; helen e al., 2022; Walden & Kingsley Wes e man, 2018; Yeh, 2014; Yue,
2021). s udies on he associa ion be ween a ious leade ship beha iou s ( ansac ional, ans o ma ional,
empowe ing, pa icipa o y, and sha ed leade ship) and ea beha iou s ha e been conduc ed (sağnak,
2016; Vigoda-gado & Bee i, 2012). howe e , he e is a sca ci y o esea ch on how di e si y-o ien ed
leade ship a ec s employees’ beha iou . as DOl is a new equi emen o leade s and manage s o
change he di e si ied en i onmen (Deloi e Uni e si y P ess, 2015), i is also an impo an condi ion o
he eme gence o ad oca i e beha iou s in employees (Wang & Zhang, 2019). s ill, some s udies ha e
been conduc ed on he associa ion be ween di e si y-o ien ed leade ship and employee ad ocacy
(Downey e al., 2015). Fo example, in a s udy o acial mino i y employees in he Uni ed s a es,
di e si y-o ien ed leade ship was ound o indi ec ly imp o e employee ad oca i e beha iou . Fu he , in
an online poll o pa icipan s om he Uni ed s a es and india, he mo i a ing language used by leade s
was shown o be posi i ely associa ed wi h employee ad ocacy ( helen e al., 2022). Based on he con-
duc ed s udies and adop ed heo y, he ollowing hypo hesis can be o mula ed:
h3: he e is a signi ican ela ionship be ween DOl and ea in selec ed Fo une indian companies
2.5. Symme ical in e nal communica ion (SIC) and employee ad ocacy (EA)
employee ad ocacy is equen ly ega ded as a b oade beha iou al ou come o in e nal communica ion
( helen & Men, 2023). nume ous s udies ha e demons a ed a posi i e co ela ion be ween sic and ea
cOgen BUsiness & ManageMen 5
(lee & Kim, 2020; Yue, 2021). Fo many i ms, de eloping engaged on line s a and subsequen ly c e-
a ing a eeling o ea is c ucial since highe le els o engagemen esul in happie , mo e p oduc i e
on line employees who la e become b and ambassado s o he company (Wieman, 2021a) and sym-
me ical in e nal communica ion, in he opinion o Kang and sung, may play a signi ican ole in c ea ing
he igh condi ions o mo i a e employee ad ocacy beha iou (Kang & sung, 2017). While inc easing
employee ad ocacy necessi a es coo dina ed e o s om mul iple o ganiza ional unc ions, balanced
in e nal communica ion has a dis inc unc ion in encou aging communica ion openness, anspa ency,
posi i ism, and a cul u e ha no only ecognizes and p aises employee ac ions bu also legi imizes
wo ke s’ demands and conce ns, all o which can lead o inc eased employee ad ocacy ( helen e al.,
2022). Resul s o an online poll wi h ull- ime employees in he Us also e ealed ha inc eased empow-
e men and open communica ion om di ec supe iso s we e bo h bene icial o ea (lee & Dong, 2023).
consis en wi h he majo i y o s udies and he adop ed heo y, a signi ican ela ionship be ween sym-
me ical in e nal communica ion in o ganiza ions and employee ad ocacy is an icipa ed and adop ed in
he o mula ion o he ollowing hypo heses:
h4: he e is a signi ican ela ionship be ween sic and ea in selec ed Fo une indian companies
2.6. Wo k engagemen (WE) and employee ad ocacy (EA)
he connec ion be ween wo k engagemen and employee ad ocacy is clea h ough sha ed elemen s
like con ibu ion, anspa ency, ecogni ion, and sa is ac ion (segal, 2016). in o de o implemen he bes
employee ad ocacy p og am, o ganiza ions mus i s ha e a high le el o employee engagemen since
e ec i e employee ad ocacy depends on an engaged wo k o ce ha buys in o a c edible na a i e abou
he company (Wieman, 2021b). engaged employees willingly pu in ex a e o o imp o e hei o gani-
za ion (ahmad e al., 2022) and hey do no conside he o ganiza ion a place o p o ide hem wi h
paychecks and p omo ions, hey a e emo ionally associa ed wi h he o ganiza ion (sabek i & se iawan,
2023). employee engagemen is a c ucial ac o in p omo ing posi i e communica ion beha iou among
employees. his beha iou can be compa ed o employee ad ocacy, as bo h in ol e employees ac i ely
p omo ing he goals and alues o hei o ganiza ion. By os e ing employee engagemen , companies
can c ea e a cul u e o collabo a ion and mu ual suppo , which can lead o inc eased p oduc i i y, inno-
a ion, and o e all success (Kang & sung, 2017). an engaged employee is commi ed o p omo ing hei
o ganiza ion and ac s as a de ende o he ex e nal communi y (Men & Bowen, 2016). inspi ed by his
app oach, a posi i e link be ween employee engagemen and ad ocacy beha iou was obse ed in
some s udies (lee, 2021; sa enko e al., 2018), and a posi i e link be ween wo k engagemen and
employee ad ocacy may be p oposed:
h5: he e is a signi ican ela ionship be ween We and ea in selec ed Fo une indian companies
2.7. Media ing e ec s o symme ical in e nal communica ion (SIC)
Di e si y-o ien ed leade s welcome and alue he con ibu ions o eam membe s om di e en back-
g ounds (nembha d & edmondson, 2006) and can help employees and he i m communica e be e
(Pološki Vokić e al., 2020). When employe s a e open and conside a e o hei s a membe s’ needs, hey
will be mo e inclined o suppo he business o e he cou se o ime. When s a membe s eel alued,
hey become one o he o ganiza ion’s mos aluable esou ces and engage in ad oca i e beha iou s
(Ruck & Welch, 2012; saxena & s i as a a, 2015). au hen ic communica ion abou hei o ganiza ions has
been a ibu ed o employees in he pas (smudde, 2013) and whe he o no employees will de end hei
o ganiza ion om c i icism is in luenced by he le el o us and sa is ac ion hey ha e owa ds hei
o ganiza ion (Wilcox, 2014). When he cul u e o an o ganiza ion lacks e hics, i s employees a e unlikely
o engage in olun a y ad ocacy beha iou s ( helen & Fo manchuk, 2022). also, he alues, beha iou s,
and goals o a company and i s leade s a e desc ibed by cul u e and leade ship, which a e wo in e con-
nec ed e ms ha shape he en i e o ganiza ion (he i y, 2022). he esul s o a su ey in ol ing wo ke s
ac oss a ious chilean o ganiza ions showed ha ha ing an e hical o ganiza ional cul u e is i al in os-
e ing clea communica ion wi hin he company, and his anspa en communica ion hen leads o an
6 s. Khanna anD . PRUs Y
inc ease in employee ad ocacy beha iou s ( helen & Fo manchuk, 2022). some s udies suppo he social
exchange heo y model, which claims ha symme ical in e nal communica ion impac ed by
di e si y-o ien ed leade ship may imp o e employee engagemen le els and connec ions wi h he com-
pany (lee, 2022; lee e al., 2022). acco ding o esea ch on he mul icul u al wo k o ce in he U.s. Jus ice
Depa men , o ganiza ional jus ice is p ima ily in luenced by DOl and sic, which in u n a ec s employee
engagemen and ad oca i e beha iou s (lee e al., 2022). hus, he ollowing hypo hesis is p oposed:
h6: sic signi ican ly media es he associa ion be ween he DOl and ea in selec ed Fo une indian companies
2.8. Media ing e ec s o wo k engagemen (WE)
P e ious esea ch has shown ha wo k engagemen can ac as a media o o co po a e social espon-
sibili y (ali e al., 2020; chaudha y & akhou i, 2018). howe e , his analysis del es in o he un es ed a ea
o wo k engagemen ’s ole as a media o be ween di e si y-o ien ed leade ship and employee ad ocacy.
a mul i a ia e co ela ion s udy o da a om wo ke s in china’s high- ech sec o s e ealed ha inclusi e
leade ship encou ages employees o engage in challenge-o ien ed o ganiza ional ci izenship beha iou s
(cOcB) and ha his impac is pa ially media ed by wo k engagemen (chen e al., 2020). cOcB akes
on many o ms, such as ad ocacy, esponsibili y, and ac i i y ha is ocused on he u u e and equen ly
en ails con es ing he s a us quo and making challenges o powe (Maynes & Podsako , 2014; seppälä
e al., 2012). ano he s udy buil on he conse a ion o esou ces heo y, desc ibed he in e nal mecha-
nisms o he in luence o inclusi e leade ship on employees’ ad oca i e beha iou s, using wo k engage-
men as a media ing a iable, and i showed ha he desi ed beha iou s in employees could be a ained
by gi ing hem he necessa y esou ces (chen e al., 2020). Fo many i ms, de eloping engaged on line
employees and, in u n, es ablishing a eeling o employee ad ocacy is c ucial because as a esul o a
highe le el o engagemen become b and ambassado s o he company. Based on he a o emen ioned
esea ch, he ollowing hypo hesis is p oposed:
h7: We signi ican ly media e he associa ion be ween he DOl and ea in selec ed Fo une indian companies
3. Me hodology
3.1. Resea ch objec i es
he p ima y aim o he s udy is o examine he connec ions be ween di e si y-o ien ed leade ship, sym-
me ical in e nal communica ion, wo k engagemen , and employee ad ocacy. addi ionally, he s udy
seeks o e i y he media ion model o how di e si y- ocused leade ship impac s employee ad ocacy,
media ed h ough symme ical in e nal communica ion and wo k engagemen , as well as co a ia es like
age, gende , educa ional quali ica ions, and he chosen company.
3.2. Resea ch design
he cu en s udy uses he Pos -Posi i ism Philosophy o e alua e he cause-and-e ec ela ionship
be ween selec ed cons uc s. his s a egy examines a speci ic issue o cla i y he pa e n o ela ionships
be ween a iables ga he ed om a popula ion (guba & lincoln, 1994).
3.3. Pa icipan s and p ocedu es
he s udy ocuses on he wo k o ce o en selec ed Fo une indian companies ou o he i s i y
op-pe o ming companies on he Fo une 500 india lis , based on hei o al e enue. his lis has p e-
iously been used in many esea ch s udies (Bashi , 2022; Dana & sha ma, 2023; Jani e al., 2023; Kuma
& agga wal, 2022; Pa owa y e al., 2021; iwa i & Raman, 2022), and is a aluable esou ce o in es o s,
analys s, and business execu i es seeking in o ma ion on he indian ma ke .
o de e mine he app op ia e sample size o he s udy, he K ejcie and Mo gan able (K ejcie &
Mo gan, 1970) was u ilized. Based on a popula ion o app oxima ely 16,000,000, he able ecommended
cOgen BUsiness & ManageMen 7
a sample size o a leas 384 wi h a 95% le el o con idence and a 5% ma gin o e o . howe e , o
ensu e accu acy, a sample size o 400 was implemen ed. he sample was hen di ided in o employees
o speci ic companies h ough p opo iona e s a i ied andom sampling, as de ailed in able 1.
addi ionally, he able includes a column wi h da a collec ed om 413 ques ionnai es. he da a o he
s udy was ga he ed be ween he mon hs o Janua y and ap il, 2023 h ough a su ey ques ionnai e
ci cula ed o he employees o he espec i e companies on social media pla o ms like linkedin and
Facebook.
3.4. E hical conside a ions
P io o any ield engagemen s, he app op ia e communica ions and app o als we e ob ained om el-
e an au ho i ies and esea ch communi ies. a he ou se o ou wo k, he co esponding au ho ecei ed
a esea ch suppo le e om he Facul y o comme ce, Bana as hindu Uni e si y, and unding suppo
om he indian council o social science Resea ch, new Delhi, wi h awa d le e no. (F. no. 3-56/2021-22/
PDF/gen) da ed 14.01.2022. W i en consen in he o m o con e sa ion was ob ained om he employ-
ees o he selec ed companies, as hei inpu was sough on gene al ques ions ela ed o di e si y issues.
he assessmen s in ol ed s uc u ed in e iews wi h mul iple-choice ques ions and las ed o 30 minu es.
he e alua ions we e conduc ed online h ough google Fo ms, which we e ci cula ed o he employees
o he selec ed companies on linkedin. Rega ding e hical clea ance o he manusc ip , while an e hical
boa d exis s in Bana as hindu Uni e si y in he ield o science, no membe om he comme ce depa -
men is pa o such a commi ee. he e o e, he p ima y au ho was unable o ob ain such clea ance.
he s udy was o low isk in na u e, and he co esponding au ho exe cised due diligence whe e e
human pa icipan s we e in ol ed.
3.5. Va iables and measu emen
3.5.1. Di e si y-o ien ed leade ship
employees we e eques ed o gi e hei inpu on ou s a emen s o assess di e si y-o ien ed leade ship.
hese s a emen s included ‘My boss is dedica ed o ep esen ing all sec o s o socie y in he wo k o ce,’
i belie e my supe iso manages employees om di e se backg ounds e ec i ely’, ‘My boss ea s he
iews o employees om di e en backg ounds equally’, and ‘My boss seeks inpu om employees wi h
a ious demog aphics and expe ise g oups’. hese s a emen s gauged employees’ pe cep ions o hei
manage ’s commi men o ep esen ing all segmen s o socie y, abili y o manage a di e se eam, and
alue o he opinions o all employees. he inspi a ion o he s a emen s came om he ‘inclusion and
Belonging assessmen scale” used in a s udy i led ‘imp o ing Wo kplace cul u e h ough e idence-Based
Di e si y, equi y, and inclusion P ac ices’ (c ea y e al., 2021). Responses we e a ed on a i e-poin like
scale, anging om s ongly disag ee o s ongly ag ee.
3.5.2. Symme ical in e nal communica ion
o e alua e symme ical in e nal communica ion, a s uc u ed scale o wo i ems om he ‘inclusion and
Belonging assessmen scale’ was used (c ea y e al., 2021). he scale included he ollowing s a emen s:
Table 1. Dis ibu ion o he s udy sample.
s. no Company Popula ion Ra io dis ibu ion sample size Collec ed da a
1. Company a 2,36,334 400*(2,36,334/16,45,244) 57 59
2. Company B 4,88,649 400*(4,88,649/16,45,244) 119 120
3. Company C 35,927 400*(35,927/ 16,45,244) 9 12
4. Company D 2,59,619 400*(2,59,619/ 16,45,244) 63 64
5. Company e 2,01,665 400*(2,01,665/16,45,244) 49 51
6. Company F 1,68,977 400*(1,68,977/16,45,244) 41 41
7. Company g 1,20,093 400*(1,20,093/16,45,244) 29 31
8. Company H 85,815 400*(85,815/16,45,244) 21 18
9. Company i 21,000 400*(21000/16,45,244) 5 7
10. Company J 27,165 400*(27,165/16,45,244) 7 10
16,45,244 400 413
14 s. Khanna anD . PRUs Y
Disclosu e s a emen
no po en ial con lic o in e es was epo ed by he au ho s.
Funding
he schola (sanaya Khanna) is he awa dee o he icssR Pos -Doc o al Fellowship. his pape is la gely an ou come
o he Pos -Doc o al Fellowship sponso ed by he indian council o social science Resea ch (icssR). howe e , he
esponsibili y o he ac s s a ed, opinions exp essed, and he conclusions d awn is en i ely o he au ho .
Abou he au ho s
Sanaya Khanna (assis an P o esso , sunbeam college o Women, Bhagwanpu ) ea ned he B.com., M. com
(gold-medallis ) and PhD in comme ce om he Facul y o comme ce, Bana as hindu Uni e si y in 2007, 2010 and
2018, espec i ely. she is cu en ly wo king as a pos -doc o al esea ch ellow om he same depa men in he Dei
(Di e si y equi y and inclusion) ield, suppo ed by he indian council o social science Resea ch. she has clea ed
he ne - JRF exam in labou wel a e and human esou ce managemen , as well as ne in comme ce and Managemen ,
espec i ely. he cu en esea ch in e es s include human esou ce managemen , o ganiza ional beha iou , manage-
men and business s udies. he wo k has been published in se e al pee - e iewed jou nals o epu e lis ed in he
Ugc-ca e jou nal lis and edi ed books.
Twinkle P us y is cu en ly wo king as a P o esso in Finance (D.li ) a Facul y o comme ce, Bana as hindu Uni e si y.
she has published a ious a icles and Resea ch Pape s in he a eas o accoun ing and Finance. he a eas o in e es
a e co po a e go e nance; Mic o inance; and in e na ional Finance.
ORCID
sanaya Khanna h p://o cid.o g/0000-0003-2551-5716
Da a a ailabili y s a emen
he da a ha suppo he indings o his s udy a e a ailable om he co esponding au ho upon easonable
eques .
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