Samo, Asi Hussain; Ahmed, Qu a ulain Nazee ; Riz i, Syed Aami Alam
A icle
In luence o g een inclusi e leade ship on sus ainable pe o mance
h ough inno a i e beha io : Mode a ing ole o g een psychological
clima e and clima e o inclusion
Pakis an Jou nal o Comme ce and Social Sciences (PJCSS)
P o ided in Coope a ion wi h:
Joha Educa ion Socie y, Pakis an (JESPK)
Sugges ed Ci a ion: Samo, Asi Hussain; Ahmed, Qu a ulain Nazee ; Riz i, Syed Aami Alam (2024) :
In luence o g een inclusi e leade ship on sus ainable pe o mance h ough inno a i e beha io :
Mode a ing ole o g een psychological clima e and clima e o inclusion, Pakis an Jou nal o
Comme ce and Social Sciences (PJCSS), ISSN 2309-8619, Joha Educa ion Socie y, Pakis an (JESPK),
Laho e, Vol. 18, Iss. 3, pp. 676-702
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/305450
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by-nc/4.0/
Pakis an Jou nal o Comme ce and Social Sciences
2024, Vol. 18(3), 676-702
Pak J Comme Soc Sci
In luence o G een Inclusi e Leade ship on
Sus ainable Pe o mance h ough Inno a i e
Beha io : Mode a ing Role o G een Psychological
Clima e and Clima e o Inclusion
Asi Hussain Samo
Depa men o Business Adminis a ion, Sindh Mad essa ul Islam Uni e si y, Ka achi, Pakis an
E-mail: asi .sam[email p o ec ed].pk
Qu a ulain Nazee Ahmed
Depa men o Accoun ing, Banking & Finance, Sindh Mad essa ul Islam Uni e si y, Ka achi,
Pakis an. E-mail: qn[email p o ec ed]u.pk
Syed Aami Alam Riz i (Co esponding au ho )
Depa men o Business Managemen , Ins i u e o Business Managemen , Ka achi, Pakis an
E-mail: syedaami alam[email p o ec ed]m
A icle His o y
Recei ed: 01 July 2024
Re ised: 12 Sep 2024
Accep ed: 21 Sep 2024
Published: 30 Sep 2024
Abs ac
This s udy explo es he ela ionship be ween g een inclusi e leade ship and sus ainabili y
pe o mance wi h he media ing ole o inno a i e beha io and he mode a ing ole o
g een psychological clima e and he clima e o inclusion. Following he pa adigm o
posi i ism, his quan i a i e s udy collec ed da a om 382 ollowe s and 75 leade s om
he heal h sec o . The su ey was conduc ed on eliable and alid ins umen s om he
li e a u e. S uc u al equa ion modeling h ough Sma PLS was used o da a analysis.
Resul s e ealed ha g een, inclusi e leade ship impac s sus ainable pe o mance in he
heal h sec o di ec ly and h ough inno a i e beha io . Mo eo e , a G een psychological
clima e and clima e o inclusion mode a e his ela ionship. The heal h sec o ha needs
sus ainable pe o mance should cul i a e g een inclusi e leade ship a all le els and o
ha pu pose, hospi als should ini ia e ele an aining p og ams.
Keywo ds: Clima e o inclusion, g een inclusi e leade ship; g een psychological clima e,
inno a i e beha io , sus ainabili y pe o mance.
1. In oduc ion
As he wo ld en e s new socioeconomic and echnological eali ies, i becomes e iden ha
di e si y and inclusion a e no only p uden om humani y's pe spec i e bu mo e
Samo, Ahmed & Riz i
677
p oduc i e om any pe spec i e. Today, he da a sugges s ha inclusi e companies a e 1.7
imes mo e inno a i e (Be sin, 2019), wi ness 15- old mo e sales in e enue (Ame ican
Sociological Associa ion, 2009), ca y ou inno a i e, wise, and imely decisions (Dixon-
Fyle e al., 2020), and a ac be e human capi al om cu en gene a ions (Glassdoo ,
2021). Despi e his p omising e idence, he co po a e wo ld is s ill in di e need o a holis ic,
inclusi e wo kplace en i onmen . Sus ainabili y is no longe a buzzwo d bu a eali y, and
companies a e in a despe a e mood o pu sue sus ainable pe o mance (Ali & Johl, 2022).
Wi hin he majo scope o sus ainabili y pe o mance, g een p ac ices and being g een in
e e y hing a e he mos signi ican aspec s. The heal h sec o is i al no only o he
su i al o human beings bu also o i s g ow h. Howe e , he heal h sec o is also
no o ious o de e io a ing he en i onmen (Lenzen e al., 2020), and i is also s uggling
o make he sec o mo e inclusi e. Resea ch ecommends s ong and consis en g een
p ac ices in he heal h sec o o make i sus ainable in he eal sense (Pichle e al., 2019).
Simila ly, sus ainabili y in heal h ca e is inex icably linked wi h inclusion and inclusi e
p ac ices (Mi chell e al., 2024).
I is an admi ed ac ha all hese impo an decisions a e he p ime esponsibili y o he
leade s o o ganiza ions, and he ques ion o wha ex en hese wo dimensions, he
inclusion in he app oach o leade ship and sus ainabili y pe o mance, a e ela ed has
al eady cap u ed he a en ion o esea che s. This esea ch, howe e , aims o explain he
g een o ien a ion in inclusi e leade ship and i s impac on sus ainabili y pe o mance
h ough inno a i e beha io and he ca alys ole o wo kplace clima e.
Leade ship is one o he mos discussed and esea ched phenomena in o ganiza ional
s udies, and he e o e i is beyond i s capaci y o be labeled in a single de ini ion and is
deemed as a discu si e phenomenon (Jian e al., 2016). Howe e , he cen al ole o a
leade is o in luence he decision-making in he o ganiza ion. The di e si y, in human
esou ces o he ideas, and i s ela ed decisions a e signi ican o he success o
o ganiza ions om many pe spec i es, and os e ing an inclusi e and inclusi e wo k
en i onmen is also heo e ically and p ac ically pi o al o i ms. The app oach o leade s,
hus, becomes, impo an in he pu sui (Fi e e al., 2021). The concep o inclusi e
leade ship was mainly in oduced in 2006 o highligh he ole o leade s in app ecia ing
he indi idual con ibu ion o employees and accommoda ing hei uniqueness and
belongingness (Nembha d & Edmondson, 2006). Howe e , he concep was de eloped as
he leade ship app oach ha makes leade s a ailable, isible, and accessible o hei
ollowe s in hei in e ac ions and in hei ideas (Ca meli e al., 2010). Since hen, inclusi e
leade ship has been explo ed, ied, and es ed success ully o se e al o ganiza ional
ou comes, including, p ojec success (Rehman, 2020), inno a ion (Wang e al., 2021),
psychological capi al (XIiang e al., 2017), wo k engagemen (Bannay e al., 2020), sel -
e icacy (Ja ed e al., 2021), and o he many equi ed o ganiza ional objec i es. This
G een Inclusi e Leade ship - Inno a i e Beha io - Sus ainable Pe o mance
678
makes inclusi e leade ship no only ele an bu impo an o o ganiza ions, i , howe e ,
wo ks in amalgama ion o di e en dimensions.
The holis ic concep ual unde s anding o inclusion sugges s ha o ganiza ions should
c ea e a wo k en i onmen and egula ions o accommoda e he uniqueness o ideas,
discussions, and people om di e se backg ounds. A ew dimensions me ge o make he
signi icance o inclusion mo e isible, p ima ily, i is he di e si y o people. E e y
o ganiza ion is ecommended o ha e people om di e se backg ounds (Ng & Sea s,
2020), and o he mos ex en , o ganiza ions ollow his p ac ice, howe e , inclusion is
going some ex a mile han me ely accommoda ing di e se people, as i is o ensu e ha
he unique equi emen s and accessibili y o he people a e en e ained imely, p ope ly and
wi hou disc imina ion (Chiu, 2021). The second dimension is o be eady and encou aging
abou he ideas and p ac ices in he o ganiza ion since ha complemen s he i s
dimension. Inclusi e leade ship becomes indispensable when o ganiza ions in end o wo k
on he abo e dimensions o inclusion (Ra ique e al., 2024) since i is he leade ship ha
in luences all his (Abo amadan e al., 2022). Inclusion leade ship is he e o e, making
leade s a ailable, isible, and accessible o ideas, p ac ices, and people o os e g een
c ea i i y (Sü ücü, 2024) and g ea e inno a ion and pe o mance (Ca meli e al., 2010).
O ganiza ional esea ch akes all he explo a ion o causes and he ea men a iable in
pu sui o pe o mance. The sus ainabili y heo y sugges s ha pe o mance wi h he
consumma ion o esou ces in a way o deple e hem is no he op imum pe o mance and
should no be he goal, a he , pe o mance ha emains las ing wi h meage esou ces and
wi h he op ion o euse hem should be he goal, ha is called sus ainable pe o mance
(Kan abu a, 2020). This demands no el ideas and p ac ices, and consis en inno a ion is
equi ed in he o ganiza ion. Ano he mul i-dimensional quagmi e ha equi es p ope
leade ship in luence is he complex nexus o inno a ion and sus ainabili y. Di e si y and
inclusion heo ies ecommend ha o ganiza ions end o be mo e inno a i e when hey
e ec i ely b ing di e si y and inclusion in o hei wo k en i onmen (Jones e al., 2020;
Ozgen, 2021; Roh & Koo, 2019), and sus ainabili y heo y sugges s ha inno a ion and
inno a i e beha io a e p e equisi es o sus ainable pe o mance. This leads o he
unde s anding ha leade s wi h inclusi e o ien a ion, especially wi h g een inclusi e
o ien a ion, a e mo e likely o make ele an decisions o in luence he abo e-men ioned
quagmi e o b ing p oduc i e and desi ed esul s (Neja i & Sha aei, 2023).
G een inclusi e leade ship ca e s o he concep o inclusi eness howe e wi h he
app oach o accommoda ing g een ideas, being eady o pay heed o discussions abou
g een p ac ices, and being inspi ed enough owa ds en i onmen al goals (Abo amadan e
al., 2022). When leade s end o be physical, isible, and accessible owa ds g een ideas
and p ac ices, emain up on o con on en i onmen al challenges, and emain inclusi e
o hei ollowe s in his ega d, hey a e deemed o be g een inclusi e leade s. The concep
was bo n om he womb o phenomena o inclusi e leade ship, g een beha io , and
sus ainabili y, i was in oduced and de eloped in 2021 (Bhu o e al., 2021). The global
Samo, Ahmed & Riz i
679
e o s o deca bonize he wo ld and mi iga e he non enewable consump ion o esou ces
in all dimensions make i e iden ha a g een app oach in leade ship is impo an and a
leade who emains inclusi e in accep ance o g een ideas and no el y in dealing wi h he
an i-g een p ac ices can in luence mo e p o-en i onmen decisions (Thabe e al., 2023),
and hus play an indispensable ole in gene a ing sus ainable pe o mance. Ne e heless, i
is impo an o ex ensi ely in es iga e he ajec o y o g een inclusi e leade ship owa ds
sus ainable pe o mance and elucida e he media o s and ca alys s hus enhancing he
e ec i eness o his connec ion.
This s udy akes he lens o social exchange, social iden i y, and social lea ning heo ies
in o conside a ion o he de elopmen o he model. Social exchange heo y (C opanzano
& Mi chell, 2005), gi es he lens o see how inclusi e leade ship c ea es us and openness
in he wo kplace by showing eadiness and accep abili y o he ideas and hough s and p o-
en i onmen al beha io , In exchange, he ollowe s shall end o show g ea e in e es in
b inging inno a ion in hei wo k abou en i onmen and would s i e o augmen ed p o-
en i onmen beha io and hus his shall c ea e sus ainabili y in he pe o mance. Social
iden i y heo y (Ash o h & Mael, 1989) also p o ides an unde s anding o he e ec o
inclusi e leade ship in he o ganiza ion, as when ollowe s a e p o ided he space and
jus ice o iden i y hemsel es wi h hei indi iduali y and pa icula ly belongingness, i
c ea es inspi a ion and mo i a ion o mo e desi ed pe o mance. The beha io o ollowe s
in he way o leade s and o ganiza ions can also be jus i ied by social lea ning heo y
(C ain, 2021), which says ha employees usually lea n o ollow he no ms o he
o ganiza ions and he gene al cul u e.
One o he p ime p e equisi es o sus ainable pe o mance is he inno a i e beha io o
employees. Since sus ainable pe o mance equi es new means o u ilizing esou ces and
his equi es c ea i i y and echnological no el y o b ing b eak h oughs o cu en
p ac ices (Tan ayanubu & Panjakajo nsak, 2017). Li e a u e is eple e wi h he leade ship
app oaches and s yles ha ha e been es ed and modeled o achie e he goal o inno a ion
in o ganiza ional p ac ices (Kes ing e al., 2015). Inclusi e leade ship is inex icably linked
wi h di e si y which is explo ed in esea ch as he backbone o c ea i i y and inno a ion,
he e o e, inclusi e leade ship has also been esea ched o e ch inno a ion in he beha io
o employees. The e o e, his s udy aims o es inno a i e beha io as a media o in he
ela ion o g een inclusi e leade ship and sus ainable pe o mance. Any ea men o ole
leade ship is augmen ed when us and openness a e p esen in he clima e o he
o ganiza ion, simila ly, he e is a s ong need o see he e ec o ela i e clima e and hei
mode a ing e ec s on inclusi e leade ship and sus ainable pe o mance. In his s udy, we
a e going o es exclusi ely he g een psychological clima e and clima e o inclusion as
ca alys s.
G een Inclusi e Leade ship - Inno a i e Beha io - Sus ainable Pe o mance
680
1.1 Theo e ical Backg ound
Inclusi e leade ship is explo ed and explained h ough a ious lenses in he esea ch, bu
in his s udy, we ely on h ee p ime heo ies o psychology, social exchange heo y, social
iden i y heo y, and social lea ning heo y.
Social exchange heo y (SET) is used o unde s and wo kplace beha io . The p ime
u iliza ion o social exchange heo y in leade ship s udies is in he concep o leade -
membe exchange. I explains ha when leade s end o ha e be e and mo e
accommoda ing exchanges wi h hei ollowe s, i c ea es an obliga ion o a o , and ha
bounds he ollowe o ecip oca e in equal and simila e ms (Wayne e al., 1997). Social
exchange heo y can explain leade ship s udies ha claim ha leade ship s yles ha e an
impac on employees' pe o mance. When inclusi e leade s showe he in e ac ions o
inclusion and accommoda e he uniqueness o ollowe s on hose in e ac ions, he
ollowe s end o be obliged o e u n he a o in pe o mance in like wha he leade s
expec . Social exchange heo y also explains how leade ship h ough social exchange, and
no by economic exchange, can c ea e a mo i a ional d i e in he ollowe s o be c ea i e
in hei asks. When employees pe o m wi h indi idual c ea i i y d i en by social
exchange i becomes a jumping pad o inno a ion (Zhang e al., 2018). G een inclusi e
leade ship inspi es he ollowe s o be mo e inno a i e and gene a e sus ainable
pe o mance, and since he in e ac ions o leade s make ollowe s oblige o mee
expec a ions, i c ea es a posi i e impac .
Social iden i y heo y also p o ides a pe spec i e on he ole o leade ship in he
pe o mance o employees. This heo y explains how people c ea e hei iden i y and
ca ego iza ion in a ilia ion wi h indi iduals and g oups in hei su oundings (B own,
2000). When people ge a chance o iden i y hemsel es based on hei p io belie s and
ca ego iza ion i gi es hem space o emain con iden , and when i is no p o ided o hem,
hey s uggle o c ea e a new iden i y sui able o hei new su oundings (S e s & Bu ke,
2000). Inclusi e leade ship p o ides ha space o people whe e hey can com o ably
main ain hei iden i ies o hei own wi hou any compulsion. his is he p ime app oach
o inclusi e leade ship. Thus, ollowe s become psychologically s eng hened and pe o m
be e .
Social lea ning heo y is ye ano he lens o explain how ollowe s a e lu ed owa ds he
beha io which has de ini ions a o able o he no ms o o ganiza ions. whe e i is
explained as a comp ehensi e heo y ha can explain o ganiza ional beha io in line wi h
he in e ac ion o he a iables wo king in an o ganiza ion, including, en i onmen al,
cogni i e, and beha io al de e minan s (Da is & Lu hans, 1980). In leade ship s udies,
social lea ning heo y is mos ly used o explain when leade s ha e an up igh agenda o
inspi e hei ollowe s in o ganiza ions, o example, e hical leade ship has been widely
explained h ough he lens o social lea ning heo y (B own e al., 2005; Lian e al., 2022).
Since inclusi e leade ship also akes an up igh agenda, esea che s ha e explained ha
inclusi e leade ship p edic s and enhances pe o mance, well-being (Cao e al., 2022),
Samo, Ahmed & Riz i
681
u no e in en ion, and o ganiza ional commi men (Lin e al., 2022). Mo eo e , i
o ganiza ions in end o ans o m hei o ganiza ions o be en i onmen ally iendly in all
dimensions, i is ecommended o adop g een leade ship app oaches (Amjad e al., 2024)
as i helps hem o ge suppo om he employees owa ds hei en i onmen al policies
(Ka doyo e al., 2020). G een inclusi e leade ship aims o b ing he u mos om employees
in e ms o inno a ion and sus ainabili y owa ds being en i onmen ally iendly and allow
hem o come up wi h hei c ea i i y in his ega d. This up igh agenda, i is belie ed, can
be explained h ough social lea ning heo y, as he ollowe s shall lea n o be mo e p o-
en i onmen as he policies, no ms, and leade ship app oach shall con o m o he p o-
en i onmen o ien a ion. Resea ch has subs an ia ed he no ion ha g een leade ship inci es
g een beha io among employees (Khan, 2022). I is also belie ed ha hei di ec ion in
c ea i i y and inno a ion shall be guided inwa dly owa ds he en i onmen , and his shall
pa e he way o sus ainable pe o mance.
The heo y o inno a ion da es back o 1943, howe e , wi h he passage o ime, i s
impo ance has become e iden (Schumpe e , 2017). Pe o mance and g ow h la gely ely
on inno a ion, whe he i is p oduc inno a ion o p ocess inno a ion. Embedded in he
heo y o inno a ion is he concep called c ea i e des uc ion, which p oposes ha o
ec ea e he economy, s akeholde s may pu c ea i e des uc ion in o ac ion (A ici & Uysal,
2022). E e since he wo ld has been ala med abou he an i-en i onmen al p ac ices in all
sphe es o li e, pa icula ly in o ganiza ional s uc u e, hey a e campaigning o emain p o-
en i onmen in decision-making. This la gely equi es inno a ion ha may no only
su ace no el echnology, se ices, and p ac ices in con o mi y wi h he en i onmen , bu
may also mi iga e, i no wipe ou p e iously adminis e ed p ocedu es.
2. Li e a u e Re iew, Concep ual F amewo k and Hypo heses De elopmen
Pe o mance has been he pi o al poin o esea ch in managemen s udies, as he ea men
a iables a e ied and es ed in he pu sui o a su ge in pe o mance (Wholey, 1999).
Leade ship is one o he majo ea men a iables. Nume ous s udies ha e ex ensi ely
examined and alida ed ce ain leade ship s yles ha ha e shown o ha e a bene icial
impac on he pe o mance o o ganiza ions. (D'Innocenzo e al., 2016; Legood e al.,
2021). Leade ship, along wi h many o i s ace s, has emained e ec i e in ha nessing
sus ainabili y in o ganiza ions (Iqbal e al., 2020). The inclusion app oach p o ides a
p oduc i e pa h o eaching sus ainable pe o mance, as he leade s p o ide he equi ed
space and a ailabili y o he ollowe s acco ding o hei di e se iden i ies, which ensu es
g ea e pe o mance (Nguyen e al., 2019). In addi ion, i is no jus he o dina y
pe o mance; i is also empi ically p o en ha inclusi e leade ship b ings be e ou comes
o he en i onmen as well. Howe e , he a gumen o his s udy is ha g een inclusi e
leade ship o ches a es a pla o m whe e employees eel com o able and ee o sha e hei
ideas and c ea i i y o a ain deca boniza ion in he p oduc and p ocess o he o ganiza ion,
and he e o e hey a ain sus ainabili y in hei pe o mance. Inclusion he e means he
G een Inclusi e Leade ship - Inno a i e Beha io - Sus ainable Pe o mance
682
inclusion o ideas wi hou any p ejudice, disc imina ion, o ea in he wo kplace
en i onmen . G een, inclusi e leade ship has shown posi i e esul s in ha nessing g een
beha io among employees (Abo amadan e al., 2022). The e o e, we hypo hesize ha .
➢ H1: The e is an impac o inclusi e g een leade ship on sus ainable pe o mance.
Leade ship impac s employees' d i e owa ds c ea i i y in hei pe o mance in mul iple
ways (Rei e -Palmon & Illies, 2004), howe e , i is pe inen o no ice ha all mains eam
ace s o leade ship de ine he signi ican a ia ion in c ea i i y and inno a ion o he
ollowe s, which means leade ship is indispensable o o ganiza ional inno a ion goals
(Lee e al., 2020). Inno a ion in he o ganiza ion is a conclusi e concep , ha supe sedes
he inno a i e beha io o he employees, and esea ch shows ha leade ship s yles
de elop he inno a i e beha io in he employees (Khan e al., 2020). Inclusi e leade ship,
in pa icula , impac s inno a i e wo k beha io (Ja ed e al., 2019), as leade ship inclusion
o ien a ion makes ee and elaxed minds in o ganiza ions and his helps hem hink
inno a i ely which con e s in o inno a i e beha io . G een inclusi e leade ship, in he
same line, esul s in g een c ea i i y in he employees (Bhu o e al., 2021), he e o e, i is
ai o assume ha g een inclusi e leade ship also esul s in inno a i e wo k beha io . The
second pa o his pa h is he ela ionship be ween inno a i e beha io and sus ainable
pe o mance. T adi ionally, i has been accep ed ha he e is always a s ong ela ionship
be ween inno a ion and pe o mance, simila ly, he esea ch sugges s ha inno a i e wo k
beha io also impac s sus ainable pe o mance (Kuzma e al., 2020). The a gumen he e is
ha sus ainabili y is inex icably linked wi h no el y in he exis ing p ac ices, and no el y
can only eme ge wi h inno a ion he e o e, inno a ion is one o he p e- equisi es o
sus ainable pe o mance. Wi h hese a gumen s ha ing s ong oo s in li e a u e, we
hypo hesize ha :
➢ H2: The e is a media ing ole o inno a i e beha io be ween g een leade ship
and sus ainable pe o mance.
The clima e o o ganiza ions has an impac on nume ous decisions and hei implica ions
(Boud ias e al., 2010; Qu a ulain e al., 2021; Smi h-C owe e al., 2003). O ganiza ional
clima e is he se o condi ions o he wo kplace, angible o in angible ha mo i a e o
impede he pe o mance o employees. Psychological clima e, howe e , is he pe cep ion
o he employee ega ding he clima e o he o ganiza ion. O ganiza ions s i e o c ea e
a o able and conduci e wo k en i onmen s, policies, and wo kplace se ings acco ding o
hei employees; howe e , i la gely depends on employees' pe cep ions o clima e.
Psychological clima e impac s, di ec ly o as a mode a o , many o ganiza ional ou comes,
such as pe o mance (U aon & Gup a, 2020), wo k engagemen and o ganiza ional
ci izenship beha io (Ka a ia e al., 2019), job sa is ac ion and al uis ic beha io s
(Ál a ez-Pé ez e al., 2020), and job a i udes and u no e in en ions (Ha mann &
Ru he o d, 2015). The g een psychological clima e is he combined pe cep ion o
employees ega ding he in en ions and capaci y o he o ganiza ion o implemen and
adhe e o p o-en i onmen policies and g een s anda ds (Dumon e al., 2017). Employees
Samo, Ahmed & Riz i
683
eel com o able and con iden in sha ing hei ideas and ge ing passiona e abou g een
p ac ices and p o-en i onmen ini ia i es when hey expe ience and eel a g een
psychological clima e. The ole o g een psychological clima e is e iden in esea ch, i
media es he ela ionship be ween g een human esou ce managemen and employee g een
beha io (Sabok o e al., 2021); i also media es he ela ionship be ween g eenwashing
and g een employee beha io (Tahi e al., 2020), i media es he ela ion o g een inclusi e
leade ship and g een c ea i i y and g een wo k engagemen (Bhu o e al., 2021), i
media es he ela ion o g een ans o ma ional leade ship and g een p oduc de elopmen
pe o mance (Zhou e al., 2018). G een psychological clima e has been es ed posi i ely as
a mode a o in some o he s udies, i mode a es he ela ionship be ween e hical leade ship
and o ganiza ional ci izenship beha io (Khan e al., 2019), i mode a es he ela ionship
be ween g een beha io al in en ions and g een employee g een beha io (No on e al.,
2017). Inclusion clima e, simila ly, e e s o he pe cep ion o employees abou how much
hey hink and eel ha he o ganiza ion is accep ing and accommoda ing he uniqueness
and singula i y o people and g oups (Nishii, 2013). Inclusion clima e has also been used
as a mode a o in li e a u e, as i mode a es di e si y and wo kplace well-being and us
clima e (Downey e al., 2015), i mode a es he ela ionship be ween esilience and wo k
adjus men and u no e in en ions (Da ies e al., 2019), and i mode a es he ela ion o
inclusi e leade ship and employees' inno a i e beha io (Zhong e al., 2022). The social
lea ning heo y and social exchange heo y guide he discussion o inclusi i y on he basis
o au o inclina ion and endencies o employees and leade s ha a e gene a ed om he
en i onmen and exchanges ha happen in he o ganiza ion. In he ealm o hese heo ies,
clima e o inclusion plays he ole ca alys (Zhong e al., 2022).In he esea ch o di e si y
and inclusion, he clima e o inclusion has been equen ly used as a mode a ing e ec ,
such as in he ela ion be ween emale leade ship and manage ial pe o mance (Bodla &
Ba k, 2023), on supe iso -subo dina e dissimila i y ou comes (Dwe mann & Boehm,
2014) ,pa icula ly in he esea ch on inclusi e leade ship (Algho eli e al., 2024) . Leade s
play an in luencing ole in ce ain di ec ions, in he case o g een inclusi e leade ship, he
leade s in luence he employees owa ds g een beha io s and sus ainable pe o mance
h ough inclusi e app oaches, and ha ole is augmen ed i he en i onmen is inclusi e.
The e o e, we hypo hesize ha :
➢ H3: The e is a mode a ing ole o g een psychological clima e on he ela ion o
g een inclusi e leade ship and sus ainable pe o mance.
➢ H4: The e is a mode a ing ole o inclusion clima e on he ela ionship be ween
g een inclusi e leade ship and sus ainable pe o mance.
Based on he a gumen s and hypo heses gi en abo e, he concep ual amewo k o his
s udy is p esen ed in Figu e 1:
G een Inclusi e Leade ship - Inno a i e Beha io - Sus ainable Pe o mance
690
sus ainable pe o mance me ics. Table 5 (below) ep esen s he esul s o he s uc u al
model bu wi h a di ec e ec only.
Table 5: Resul s o S uc u al Model: Di ec E ec
Pa h
Pa h Coe icien
-Value
P-Value
In e ence
H1: GIL → SP
0.296
6.156
0.000
Suppo ed
The esul s o he hypo hesis ha included he indi ec e ec o g een inclusi e leade ship
on sus ainable pe o mance h ough inno a i e beha io a e shown in Table 6. The esul s
conside ably suppo he hypo hesis. The be a alue o 0.326 indica es ha , h ough he
pa h o inno a i e beha io , one uni o g een inclusi e leade ship shall b ing a change o
0.326 in sus ainable pe o mance. The - alues and p- alues also indica e he s ong
signi icance o he hypo hesis. These indings highligh he impo ance o os e ing g een
inclusi e leade ship p ac ices no only o hei di ec e ec s on o ganiza ional
sus ainabili y bu also o hei abili y o s imula e inno a i e beha io s ha con ibu e o
sus ainable pe o mance ou comes. Table 6 (below) ep esen s he esul s o he media ing
pa h.
Table 6: Resul s o Speci ic Media ing E ec
Pa h
Pa h Coe icien
-Value
P-Value
In e ence
H3: GIL → IB → SP
0.325
8.638
0.000
Suppo ed
The concep ual model in ol ed wo mode a ing e ec s, which a e shown in Table 7. The
esul s o - alues, 2.329 and P- alue 0.020 show ha he clima e o inclusion signi ican ly
mode a es he ela ionship be ween g een inclusi e leade ship and sus ainable
pe o mance, howe e , he be a alue o 0.074 p edic s jus a minu e e ec o his
mode a ion. In addi ion, able 7 shows ha he g een psychological clima e in an
o ganiza ion ele an ly mode a es he ela ionship be ween g een inclusi e leade ship and
sus ainable pe o mance mo e. The - alue o 5.092 and p- alue o 0.000 make i mo e
signi ican and he be a alue o 0.145 also shows a conside able mode a ing e ec . These
ou comes unde sco e he nuanced in e play be ween con ex ual o ganiza ional clima es
and leade ship p ac ices in shaping sus ainable pe o mance ou comes, o e ing aluable
insigh s in o he di e en ial impac s o a ious mode a ing ac o s wi hin he examined
concep ual amewo k. The esul s indica e he di ec impac o g een inclusi e leade ship
on sus ainabili y pe o mance is signi ican wi hou media ion, and when es ed wi h
media ing ole o inno a i e beha io , he pa h is s onge . This esul sugges s ha he e
is pa ial media ion o inno a i e beha io .
Samo, Ahmed & Riz i
691
Table 7: Resul s o Mode a ing E ec s
Pa h
Pa h Coe icien
-Value
P-Value
In e ence
H4: CFI in → GIL → SP
0.074
2.329
0.020
Suppo ed
H5: GPC in → GIL → SP
0.145
5.092
0.000
Suppo ed
The posi i e impac o g een inclusi e leade ship on he sus ainabili y pe o mance o he
employees, pa icula ly h ough inno a i e beha io is consis en wi h he p e ious
esea ch ha de i es he model om he social exchange and social lea ning heo ies
(Zhong e al., 2022). The esul s con ibu e o he esea ch by es ing inno a ion as a
media ing pa h o each sus ainable pe o mance. Social lea ning heo y posi s a model
whe e inclusi e leade ship a he le el o CEOs and he manage ial le el esul s in he well-
being o employees, speci ically in he p esence o an inclusi e clima e (Cao e al., 2023).
The esul s o his s udy u he he a gumen ha de i ing om he in e play o social
lea ning and social exchange heo y, g een inclusi e leade ship impac s he sus ainabili y
pe o mance o he employees h ough inno a i e beha io , in which inclusi e clima e
signi ican ly mode a es his ela ionship. Mo eo e , he esea ch also shows ha social
lea ning heo y su aces he model whe e inclusi e leade ship c ea es helping beha io
among he employees, h ough hei psychological nu u ing, wi h psychological ac o s
like psychological sa e y and psychological engagemen , pa icula ly in he heal h sec o
o Pakis an (Qasim e al., 2022). The esul s o his s udy a e in a simila con ex and
de i ing om he same heo y and a gumen , he model shows ha g een psychological
clima e mode a es he ela ionship be ween g een inclusi e leade ship and sus ainabili y
pe o mance.
5.Discussion
This esea ch s i es o con ibu e o he g een inclusion dimension o leade ship and i s
nexus wi h inno a ion and sus ainable pe o mance. The au ho s es ed, di ec ed, and
media ed pa hs o g een inclusi e leade ship owa ds sus ainable pe o mance and he ole
o clima e ca alys s.
Unde pinning he concep in he social exchange, social iden i y, and social lea ning
heo ies, we amed a heo e ical model ha explained he media ing ole o inno a i e
wo k beha io and he mode a ing oles o psychological and inclusi e clima es.
Da a suppo ed he hypo hesized pa hs, and i was iden i ied ha g een inclusi e leade ship
impac s sus ainable leade ship and ha inno a i e wo k beha io has a pa ial media ing
ole. Leade s need o pay a en ion o he inno a i e wo k beha io o employees once hey
s a displaying g een inclusi eness, and his p ocess will gene a e sus ainable
pe o mance. These indings augmen he no ion ha leade ship gene ally impac s
pe o mance (Ib ahim & Daniel, 2019; Ojokuku e al., 2013), and like many o he
G een Inclusi e Leade ship - Inno a i e Beha io - Sus ainable Pe o mance
692
leade ship s yles, g een inclusi e leade ship causes a signi ican su ge in sus ainable
pe o mance, howe e , o ha signi ican su ge, inno a i e beha io is he key (Ja ed e
al., 2021; Nguyen e al., 2019). This subs an ia es he p e ious esea ch whe e inno a i e
wo k beha io has been used as a media ing pa h be ween leade ship and pe o mance
(Rasheed e al., 2024). Mo eo e , g een inclusi e leade ship os e s sus ainabili y in ha d
indus ies like i on o e (Hu e al., 2024) and chemicals (Quan e al., 2022), and in he pu sui
o en i onmen al beha io , leade ship has also been es ed as a media ing pa h in li e a u e
(Bha e al., 2024).
Fu he mo e, we also iden i ied ha a g een psychological clima e u he clea s he pa h
o g een inclusi e leade s o ha ness inno a i e wo k beha io and sus ainable
pe o mance (Pa wa y e al., 2023). The same ole is also played by an inclusi e clima e;
howe e , a mo e pe inen ca alys was e ealed o be he g een psychological clima e.
Clima e, whe he g een psychological o inclusion, exace ba es he ela ionship be ween
g een inclusi e leade ship and sus ainable pe o mance. Li e a u e suppo s he mode a ing
ole o psychological clima e, g een clima e, and inclusion clima e conce ning leade ship
and pe o mance and his inding ein o ces ha line o esea ch (No on e al., 2017;
Sabok o e al., 2021; Shah e al., 2021).
The esea ch conduc ed in his s udy has p o ed ha g een inclusi e leade ship is he key
d i e o cul i a ing inno a ion and sus ainable pe o mance in he o ganiza ion. The
model, which is based on social exchange, social iden i y, and social lea ning heo ies
explains how g een inclusi e leade ship de elops sus ainable pe o mance h ough he pa h
o mechanism and me hods. The con i ma ion o he empi ical analysis es ablishes a di ec
lead o g een inclusi e leade ship on sus ainable pe o mance. The compa a i e ole o
inno a i e wo k beha io now is e ealed as a pa ial media ing one. The abo e means ha
he guidance o manage s in e ms o p omo ing and nu u ing inno a i e wo k beha io
among employees becomes c i ical, especially i i is good o he g een mo emen .
The e o e, i is sa e o say ha he s udy sheds ligh on he e y ac ha in a place, whe e
he g een psychological a mosphe e p e ails, inno a ion- iendly leade s will undoub edly
be able o achie e be e gene a ion o c ea i e wo k beha io and he e o e iable
pe o mance. E en hough he inclusi eness o clima e ma e s oo, he in ensi y o he
psychic p ocess o g eening depends also signi ican ly on he g een clima e which is a
changing phenomenon. In doing so, hey no only deepen he knowledge abou how
leade ship s yles a ec o ganiza ional pe o mance bu also emphasize he ole o ac o s
and clima e in acili a ing he accomplishmen o he ole. In summa y, his s udy aligns
wi h he p e ious wo k and p esen s u he iews on how clima e could be a acili a ing
ac o and in ensi ie o he ela ionship be ween leade ship and pe o mance. Meaning ha
i is c i ical in o ma ion o o ganiza ional leade s who a e seeking o p omo e
sus ainabili y and inno a ion among hei eams.
Samo, Ahmed & Riz i
693
5.1 Conclusion
This esea ch aims o p o ide a comp ehensi e pe spec i e on he ole o g een inclusi e
leade ship in p omo ing sus ainabili y pe o mance, pa icula ly in he heal hca e sec o .
By conside ing he media ing ole o inno a i e beha io and he mode a ing ole o g een
psychological en i onmen , and clima e o inclusion, his esea ch explains he
mul i ace ed sub le ies ha d i e sus ainable ou comes. The esul s a i m ha g een
inclusi e leade ship has he po en ial o in luence sus ainabili y pe o mance as well as
acili a e he p omo ion o inno a i e beha io o he employees in a sub le manne . I also
shows he e en b igh e posi i e mode a ion o clima e o he g een psychological
en i onmen and clima e o inclusion ha s esses ha c ea ing a o able o ganiza ional
con ex is mo e app op ia e o enhance hese alues
This s udy has explained he impac o g een inclusi e leade ship in sus ainable
pe o mance om he lens o social exchange, social iden i y, and social lea ning heo ies,
he e o e i has heo e ical implica ions o hese heo ies. SET, SIT, and SLT p o ide he
amewo k o g een inclusi e leade ship o augmen sus ainabili y in he o ganiza ion. The
applica ion o social exchange heo y in leade ship can acili a e he de elopmen o a
mu ually bene icial ela ionship be ween leade s and employees. This is achie ed by
p io i izing sus ainable pe o mance h ough he implemen a ion o inno a i e s a egies
ha p omo e imp o ed pe o mance and en i onmen ally iendly beha io s. Ul ima ely,
his app oach leads o long- e m ad an ages o bo h he o ganiza ion and he en i onmen .
In addi ion, social iden i y heo y will be ad an ageous o g een inclusi e leade ship as i
may in luence he o ma ion o o ganiza ional iden i y cen e ed on sus ainabili y, he e o e
os e ing collabo a i e ac ion and sha ed accoun abili y o achie ing sus ainable esul s.
The use o social lea ning heo y may demons a e how g een inclusi e leade ship
unc ions as a pa adigm o sus ainable beha io s and se es as an example o employe s.
Gene ally, hese ideas elucida e he p ocesses by which sus ainable pe o mance may be
a ained in o ganiza ions.
Mo eo e , he indings o his s udy complemen he esea ch in he li e a u e in se e al
ways. Fi s , he media ing ole o inno a i e beha io , in be ween leade ship and
sus ainable pe o mance is ein o ced. Second, he mode a ing oles o g een psychological
clima e and inclusion clima e ha e also been s eng hened, in ac , mo e pa icula ly
conce ning g een inclusi e leade ship. In addi ion, he s udy con ibu es o gi ing he
heo e ical model om he pe spec i e o SET, SIT, and SLT, and sus ainable pe o mance
has been explained wi h g een inclusi e leade ship.
5.2 P ac ical and Manage ial Implica ions
The s udy has se e al implica ions o p ac ice. Fi s , i sugges s ha hose o ganiza ions
ha in end o gain sus ainable pe o mance should ha ness g een leade ship a all le els, as
i will also help hem b ing inno a ion in he beha io o hei employees since inno a i e
G een Inclusi e Leade ship - Inno a i e Beha io - Sus ainable Pe o mance
694
wo k beha io is gene ally conside ed a pi o al pa o any kind o pe o mance and
g ow h. The e o e, o ganiza ions may a ange aining p og ams o de eloping g een
inclusi e leade ship in hei manage s. Second, he clima e o he o ganiza ion is ex emely
impo an , i he o ganiza ions only ocus on leade s' aining and do no wo k on p omo ing
a clima e o suppo inclusion, whe he g een psychological inclusion o gene al inclusion
clima e, he esul s may no be ha p omising. Thi d, he esul s a e also ele an o
policymake s o coun ies like Pakis an, whe e he heal h indus y is in di e need o
inno a ion and sus ainable pe o mance o gain a compe i i e edge, he go e nmen
o icials may ca y ou comple e p og ams o g een inclusi e leade ship in heal h indus ies
o help he indus y in being mo e inno a i e and mo e sus ainable.
5.3 Limi a ions
Despi e heo e ical s eng h and me hodological igo , he s udy has some limi a ions ha
may be impo an o u u e esea che s. Fu u e esea ch may include which in ol es
possible media ing ac o s such as o ganiza ional commi men , employee engagemen , o
co po a e social esponsibili y. Fu he mo e, u u e in es iga ions may use a mul ile el
s uc u al equa ion modelling o ge a mo e comp ehensi e unde s anding o he link. O he
po en ial ou comes ha may be examined alongside he model used in his esea ch include
employe b anding, psychological well-being, and sel -empa hy. Fu he insigh s may be
ob ained by using heo ies such as he esou ce-based app oach o ins i u ional heo y.
Analogous in es iga ions migh be ca ied ou in he indus ial o ene gy indus y o assess
he esilience and use ulness o he sugges ed model. Fu he mo e, a combined echniques
app oach migh be used o ge a mo e p o ound unde s anding o he connec ion.
Fu he mo e, one may also in es iga e he unc ion o gende as an inclusi e c i e ion.
Resea ch Funding
The au ho s ecei ed no esea ch g an o unds o his esea ch s udy.
REFERENCES
Abo amadan, M., C aw o d, J., Tu kmenoglu, M. A., & Fa ao, C. (2022). G een inclusi e
leade ship and employee g een beha io s in he ho el indus y: Does pe cei ed g een
o ganiza ional suppo ma e ? In e na ional Jou nal o Hospi ali y Managemen , 107,
103330.
Algho eli, M., Bajaba, S., Alsabban, A., & Basahal, A. (2024). Inclusi e Leade ship and
Job Sa is ac ion : The Media ing Role o High-Pe o mance P ac ices and he Mode a ing
Role o Clima e o Inclusion. Employee Responsibili ies and Righ s Jou nal, Published:
13 Augus 2024.
Ali, K., & Johl, S. K. (2022). Impac o To al Quali y Managemen on SMEs Sus ainable
Pe o mance in he Con ex o Indus y 4.0. In P oceedings o In e na ional Con e ence on
Eme ging Technologies and In elligen Sys ems: ICETIS 2021 (Volume 1) (608-620).
Samo, Ahmed & Riz i
695
Sp inge In e na ional Publishing.
Ál a ez-Pé ez, M. D., Ca ballo-Penela, A., & Ri e a-To es, P. (2020). Wo k-li e balance
and co po a e social esponsibili y: The e alua ion o gende di e ences on he ela ionship
be ween amily- iendly psychological clima e and al uis ic beha io s a wo k. Co po a e
Social Responsibili y and En i onmen al Managemen , 27(6), 2777–2792.
Ame ican Sociological Associa ion. (2009). Di e si y Linked yo Inc eased Sales Re enue
and P o i s, Mo e Cus ome s. Science-Daily, Ap il 3, 2009. Ame ican Sociological
Associa ion.
Amjad, F., Rao, Y., Rehman, A. U., Mohsin, M., & Sa az, M. (2024). Fos e ing
sus ainabili y h ough he G een HRM and g een inclusi e leade ship: he dual media ing
ole o c ea i e sel -e icacy and g een skill compe ency. Cu en Psychology. 1-19.
Published: 25 Ap il 2024.
A ici, H. E., & Uysal, M. (2022). Leade ship, g een inno a ion, and g een c ea i i y: a
sys ema ic e iew. Se ice Indus ies Jou nal, 42(5–6), 280–320.
Ash o h, B. E., & Mael, F. (1989). Social Iden i y Theo y and he O ganiza ion. Academy
o Managemen Re iew, 14(1), 20–39.
Bannay, D. F., Hadi, M. J., & Amanah, A. A. (2020). The impac o inclusi e leade ship
beha io s on inno a i e wo kplace beha io wi h an emphasis on he media ing ole o
wo k engagemen . P oblems and Pe spec i es in Managemen , 18(3), 479–491.
Be sin, J. (2019). Why Di e si y and Inclusion Has Become a Business P io i y. Online
a ailable a : h ps://joshbe sin.com/2015/12/why-di e si y-and-inclusion-will-be-a- op-
p io i y- o -2016/
Bha , A. A., Mi , A. A., Allie, A. H., Ahmad Lone, M., Al-Adwan, A. S., Jamali, D., &
Riyaz, I. (2024). Unlocking co po a e social esponsibili y and en i onmen al
pe o mance: Media ing ole o g een s a egy, inno a ion, and leade ship. Inno a ion and
G een De elopmen , 3(2), 100112.
Bhu o, T. A., Fa ooq, R., Talwa , S., Awan, U., & Dhi , A. (2021). G een inclusi e
leade ship and g een c ea i i y in he ou ism and hospi ali y sec o : se ial media ion o
g een psychological clima e and wo k engagemen . Jou nal o Sus ainable Tou ism,
29(10), 1716–1737.
Bodla, A. L. I. A., & Ba k, A. S. H. (2023). Female leade s ’ social ne wo k s uc u es and
manage ial pe o mance : The mode a ing e ec s o p omo ional o ien a ion and clima e
o inclusion. Scandina ian Jou nal o Psychology, 64(2), 160–170.
Boud ias, J. S., B une , L., Sa oie, A., Plunie , P., Mo in, A. J. S., & Caccia o e, G. (2010).
Empowe ing employees: The mode a ing ole o pe cei ed o ganisa ional clima e and
jus ice. Canadian Jou nal o Beha iou al Science, 42(4), 201–211.
G een Inclusi e Leade ship - Inno a i e Beha io - Sus ainable Pe o mance
696
B own, M. E., T e iño, L. K., & Ha ison, D. A. (2005). E hical leade ship: A social
lea ning pe spec i e o cons uc de elopmen and es ing. O ganiza ional Beha io and
Human Decision P ocesses, 97(2), 117–134.
B own, R. (2000). Social iden i y heo y: Pas achie emen s, cu en p oblems and u u e
challenges. Eu opean Jou nal o Social Psychology, 30(6), 745–778.
Cao, M., Zhao, Y., & Zhao, S. (2022). How CEOs’ inclusi e leade ship uels employees’
well-being: a h ee-le el model. The In e na ional Jou nal o Human Resou ce
Managemen , 34(11), 2305-2330.
Cao, M., Zhao, Y., & Zhao, S. (2023). How CEOs ’ inclusi e leade ship uels employees
’ well-being : a h ee-le el model. The In e na ional Jou nal o Human Resou ce
Managemen , 34(11), 2305–2330.
Ca meli, A., Rei e -Palmon, R., & Zi , E. (2010). Inclusi e leade ship and employee
in ol emen in c ea i e asks in he wo kplace: The media ing ole o psychological sa e y.
C ea i i y Resea ch Jou nal, 22(3), 250–260.
Chiu, P. (2021). Di e si y and inclusion. In Yuki Gosei Kagaku Kyokaishi/Jou nal o
Syn he ic O ganic Chemis y, 79(11), 995.
C ain, W. (2021). Bandu a’s Social Lea ning Theo y. In Theo ies o De elopmen :
Concep s and Applica ions (pp. 218–237).
C opanzano, R., & Mi chell, M. S. (2005). Social exchange heo y: An In e disciplina y
e iew. Jou nal o Managemen , 31(6), 874–900.
D’Innocenzo, L., Ma hieu, J. E., & Kukenbe ge , M. R. (2016). A Me a-Analysis o
Di e en Fo ms o Sha ed Leade ship–Team Pe o mance Rela ions. Jou nal o
Managemen , 42(7), 1964–1991.
Danielsson, K., Saka ya, A., & Jansson-F öjma k, M. (2019). The educed Mo ningness–
E eningness Ques ionnai e: Psychome ic p ope ies and ela ed ac o s in a young
Swedish popula ion. Ch onobiology In e na ional, 36(4), 530–540.
Da ies, S. E., S oe me , S., & F oese, F. J. (2019). When he going ge s ough: he in luence
o expa ia e esilience and pe cei ed o ganiza ional inclusion clima e on wo k adjus men
and u no e in en ions. In e na ional Jou nal o Human Resou ce Managemen , 30(8),
1393–1417.
Da is, T. R. V., & Lu hans, F. (1980). A Social Lea ning App oach o O ganiza ional
Beha io . Academy o Managemen Re iew, 5(2), 281–290.
Dixon-Fyle, S., Dolan, K., Hun , D. V., & P ince, S. (2020). Di e si y wins: How inclusion
ma e s. McKinsey & Company. A ailable a : h ps://www.mckinsey.com/ ea u ed-
insigh s/di e si y-and-inclusion/di e si y-wins-how-inclusion-ma e s
Downey, S. N., an de We , L., Thomas, K. M., & Plau , V. C. (2015). The ole o
di e si y p ac ices and inclusion in p omo ing us and employee engagemen . Jou nal o
Samo, Ahmed & Riz i
697
Applied Social Psychology, 45(1), 35–44.
Dumon , J., Shen, J., & Deng, X. (2017). E ec s o G een HRM P ac ices on Employee
Wo kplace G een Beha io : The Role o Psychological G een Clima e and Employee
G een Values. Human Resou ce Managemen , 56(4), 613–627.
Dwe mann, D. J. G., & Boehm, S. A. (2014). The mode a ing e ec o clima e o
inclusion on supe iso -subo dina e dissimila i y ou comes. Academy o Managemen
P oceedings, 2014(1), 11378.
Fi e, D., S ephens, M. N., Lyons, A., & Huang, M. (2021). Leade esponsibili y o
di e si y, equi y, inclusion & jus ice in academic lib a ies: An explo a o y s udy. Jou nal
o Academic Lib a ianship, 47(4), 102361.
Glassdoo , T. (2021). Wha Job Seeke s Really Think Abou You Di e si y and Inclusion
S a s. A ailable a : h ps://www.glassdoo .com/employe s/blog/di e si y/
Hai , J.F., Rishe , J. J., Sa s ed , M., & Ringle, C. M. (2019). When o use and how o
epo he esul s o PLS-SEM. Eu opean Business Re iew, 31(1), 2–24.
Hai , J.F., Black, W. C., Babin, B. J., & Ande son, R. E. (2006). Mul i a ia e Da a Analysis
(6 h ed.). In Uppe Saddle Ri e , NJ: Pea son Educa ion.
Ha mann, N. N., & Ru he o d, B. N. (2015). Psychological con ac b each’s an eceden s
and ou comes in salespeople: The oles o psychological clima e, job a i udes, and
u no e in en ion. Indus ial Ma ke ing Managemen , 51, 158–170.
Haya , A. A., Sha e i, K., Kamalian Fa d, S., Sabzi Shah Babak, E., & Fa aji Dehso khi,
H. (2023). Psychome ic p ope ies o he pe sian e sion o he physician eaching sel -
e icacy ques ionnai e. BMC Medical Educa ion, 23, 163.
Hu, K., Chen, Y., Mu, S., & Tan, Z. (2024). G een inclusi e leade ship, g een policy, and
pu sui o sus ainabili y in na u al esou ces: A i m-le el analysis in con ex o Uk aine-
Russia wa . Resou ces Policy, 89. 104607.
Ib ahim, A. U., & Daniel, C. O. (2019). Impac o leade ship on o ganisa ional pe o mance
. In e na ional Jou nal o Business Managemen and Social Resea ch, 6(2), 367–374.
Iqbal, Q., Ahmad, N. H., & Halim, H. A. (2020). How Does Sus ainable Leade ship
In luence Sus ainable Pe o mance? Empi ical E idence F om Selec ed ASEAN
Coun ies. SAGE Open, 10(4), 2158244020969394.
Ja ed, B., Fa ima, T., Khan, A. K., & Bashi , S. (2021). Impac o Inclusi e Leade ship on
Inno a i e Wo k Beha io : The Role o C ea i e Sel -E icacy. Jou nal o C ea i e
Beha io , 55(3), 769–782.
Ja ed, B., Naq i, S. M. M. R., Khan, A. K., A joon, S., & Tayyeb, H. H. (2019). Impac
o inclusi e leade ship on inno a i e wo k beha io : The ole o psychological sa e y.
Jou nal o Managemen and O ganiza ion, 25(1), 117–136.
G een Inclusi e Leade ship - Inno a i e Beha io - Sus ainable Pe o mance
698
Jian, G., Fai hu s , G. T., Jian, G., & Fai hu s , G. T. (2016). Leade ship in O ganiza ions.
In The In e na ional Encyclopedia o O ganiza ional Communica ion,1-20.
Jones, G., Chi ino Chace, B., & W igh , J. (2020). Impac o di e si y on inno a ion.
In e na ional Jou nal o Inno a ion Science, 12(3), 323–343.
Kan abu a, S. (2020). Towa d an o ganiza ional heo y o sus ainabili y ision.
Sus ainabili y (Swi ze land), 12(3), 1125.
Ka doyo, K., Fe iady, M., Fa liana, N., & Nu khin, A. (2020). In luence o he G een
Leade ship Towa d En i onmen al Policies Suppo . Jou nal o Asian Finance, Economics
and Business, 7(11), 459–467.
Ka a ia, A., Ga g, P., & Ras ogi, R. (2019). Do high-pe o mance HR p ac ices augmen
OCBs? The ole o psychological clima e and wo k engagemen . In e na ional Jou nal o
P oduc i i y and Pe o mance Managemen , 68(6), 1057–1077.
Kes ing, P., Ulhøi, J. P., Song, L. J., & Niu, H. (2015). The impac o leade ship s yles on
inno a ion managemen - a e iew and a syn hesis. Jou nal o Inno a ion Managemen ,
3(4), 22–41.
Khan, A. N. (2022). Is g een leade ship associa ed wi h employees’ g een beha io ? Role
o g een human esou ce managemen . Jou nal o En i onmen al Planning and
Managemen , 21(1), 1962-1982.
Khan, M. A., Ismail, F. B., Hussain, A., & Alghazali, B. (2020). The In e play o
Leade ship S yles, Inno a i e Wo k Beha io , O ganiza ional Cul u e, and O ganiza ional
Ci izenship Beha io . SAGE Open Open, 10(1), 2158244019898264.
Khan, M. A. S., Jianguo, D., Ali, M., Saleem, S., & Usman, M. (2019). In e ela ions
be ween e hical leade ship, g een psychological clima e, and o ganiza ional en i onmen al
ci izenship beha io : A mode a ed media ion model. F on ie s in Psychology, 10(AUG).
01977.
Kuzma, E., Padilha, L. S., Sehnem, S., Julko ski, D. J., & Roman, D. J. (2020). The
ela ionship be ween inno a ion and sus ainabili y: A me a-analy ic s udy. Jou nal o
Cleane P oduc ion, 259, 120745.
Lee, A., Legood, A., Hughes, D., Tian, A. W., Newman, A., & Knigh , C. (2020).
Leade ship, c ea i i y and inno a ion: a me a-analy ic e iew. Eu opean Jou nal o Wo k
and O ganiza ional Psychology, 29(1), 1–35.
Legood, A., an de We , L., Lee, A., & Den Ha og, D. (2021). A me a-analysis o he
ole o us in he leade ship- pe o mance ela ionship. Eu opean Jou nal o Wo k and
O ganiza ional Psychology, 30(1), 1–22.
Lenzen, M., Malik, A., Li, M., F y, J., Weisz, H., Pichle , P. P., Cha es, L. S. M., Capon,
A., & Pencheon, D. (2020). The en i onmen al oo p in o heal h ca e: a global
assessmen . The Lance Plane a y Heal h, 4(7), e271–e279.
Samo, Ahmed & Riz i
699
Li, C. R., Lin, C. J., Tien, Y. H., & Chen, C. M. (2017). A Mul ile el Model o Team
Cul u al Di e si y and C ea i i y: The Role o Clima e o Inclusion. Jou nal o C ea i e
Beha io , 51(2), 163–179.
Lian, H., Huai, M., Fa h, J. L., Huang, J. C., Lee, C., & Chao, M. M. (2022). Leade
Une hical P o-O ganiza ional Beha io and Employee Une hical Conduc : Social Lea ning
o Mo al Disengagemen as a Beha io al P inciple. Jou nal o Managemen , 48(2), 350–
379.
Lin, C. P., Wang, Y. M., Liu, N. T., & Chen, Y. L. (2022). Assessing u no e in en ion
and he mode a ion o inclusi e leade ship: aining and educa ional implica ions. To al
Quali y Managemen and Business Excellence, 33(13–14), 1510–1525.
MacKenzie, S. B., & Podsako , P. M. (2012). Common Me hod Bias in Ma ke ing:
Causes, Mechanisms, and P ocedu al Remedies. Jou nal o Re ailing, 88(4), 542–555.
Mi chell, C., Pa chmen , J., & Taylo , A. (2024). Wea ing Di e si y, Equi y, Inclusion,
and Belonging o O ganiza ional Sus ainabili y. Jou nal o Nu sing Adminis a ion, 54(4),
193–195.
Neja i, M., & Sha aei, A. (2023). The ole o inclusi e leade ship in os e ing
o ganisa ional lea ning beha iou . Managemen Resea ch Re iew, 46(12), 1661–1678.
Nembha d, I. M., & Edmondson, A. C. (2006). Making i sa e: The e ec s o leade
inclusi eness and p o essional s a us on psychological sa e y and imp o emen e o s in
heal h ca e eams. Jou nal o O ganiza ional Beha io , 27(7), 941–966.
Ng, E. S., & Sea s, G. J. (2020). Walking he Talk on Di e si y: CEO Belie s, Mo al
Values, and he Implemen a ion o Wo kplace Di e si y P ac ices. Jou nal o Business
E hics, 164(3), 437–450.
Nguyen, P. V., Le, H. T. N., T inh, T. V. A., & Do, H. T. S. (2019). The e ec s o inclusi e
leade ship on job pe o mance h ough media o s. Asian Academy o Managemen Jou nal,
24(2), 63–94.
Nishii, L. H. (2013). The bene i s o clima e o inclusion o gende -di e se g oups.
Academy o Managemen Jou nal, 56(6), 1754–1774.
No on, T. A., Zache , H., Pa ke , S. L., & Ashkanasy, N. M. (2017). B idging he gap
be ween g een beha io al in en ions and employee g een beha io : The ole o g een
psychological clima e. Jou nal o O ganiza ional Beha io , 38(7), 996–1015.
Ojokuku, R. M., Ode ayo, T. A., & Sajuyigbe, A. S. (2013). Impac o Leade ship S yle on
O ganiza ional Pe o mance: A Case S udy o Nige ian Banks. Ame ican Jou nal o
Business and Managemen , 1(4), 202-207.
Ozgen, C. (2021). The economics o di e si y: Inno a ion, p oduc i i y and he labou
ma ke . Jou nal o Economic Su eys, 35(4), 1168–1216.
