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Gen Z Employees’ Adaptive Performance in Hybrid Workplaces: The Role of Inclusive Leadership, Creativity, and Work Engagement
Abstract
By drawing on the social exchange theory, the article suggests a moderated mediation model to examine the role of employee creativity and work engagement in the relationship between inclusive leadership and employee adaptive performance. Data were collected from 305 Gen Z employees in the Greek telecommunication industry and their supervisors in three sequential phases. The research findings suggest that employee creativity mediates the relationship between inclusive leadership and employee adaptive performance. Additionally, they provide support that work engagement moderates the relationship between employee creativity and adaptive performance, as well as, the indirect relationship between inclusive leadership and employee adaptive performance through employee creativity; such that the positive relationships are stronger when work engagement is higher. The results indicate that should leaders and change management practitioners manage to positively influence (Gen Z) employees’ creativity by employing inclusive strategies and procedures; they will boost their adaptive performance during change.
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Anderson, N., Potočnik, K., & Zhou, J. (2014) · Journal of Management · doi:10.1177/0149206314527128 · Cited by 3,103 · cited 1×
“That is, it may provide the basis for organizational innovation (Shao et al., 2022), contribute to organizational competitiveness (Anderson et al., 2014), boost organizational performance (Imran et al., 2018), as well as place an organization in a better competitive position (Lee et al., 2019).”
A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts
Griffin, M. A., Neal, A., & Parker, S. K. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.24634438 · Cited by 2,533
Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010) · Creativity Research Journal · doi:10.1080/10400419.2010.504654 · Cited by 1,312
Inclusive workplaces: A review and model
Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018) · Human Resource Management Review · doi:10.1016/j.hrmr.2017.07.003 · Cited by 1,034
Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018) · Human Resource Management Review · doi:10.1016/j.hrmr.2017.07.002 · Cited by 955 · cited 1×
“Likewise, more than a few studies note that inclusive leadership can positively affect empowerment, commitment, trust, engagement, and job performance in changing settings (e.g., Randel et al., 2018; Vakira et al., 2023).”
Inclusive leadership: how leaders sustain or discourage work group inclusion
Shore, L. M., & Chung, B. G. (2022) · Group & Organization Management · doi:10.1177/1059601121999580 · Cited by 303
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Metadata
- Authors
- Katsaros, K. K.
- Venue
- The Journal of Applied Behavioral Science
- Publisher
- SAGE Publications
- Published
- 2025-02-04
- Volume
- 61
- Issue
- 4
- Pages
- 636-657
- ISSN
- 0021-8863
- 1552-6879
- Cited by
- 17
- References
- 8
- Language
- en
- Licence
- journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
- Funders
- University of Patras (financed by the funding programme “MEDICUS”)
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