How CEOs’ inclusive leadership fuels employees’ well-being: a three-level model

Cao, Man; Zhao, Yixuan; Zhao, Shukai

doi:10.1080/09585192.2022.2077126

Cited by 14 publications

(12 citation statements)

References 55 publications

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“…First, our findings showed that supervisor BLM was negatively related to employee workplace well-being, which was in line with Zhao et al's (2023) study. Simultaneously, our findings verify the negative outcomes of supervisor BLM (e.g.…”

Section: Discussionsupporting

confidence: 91%

“…In line with a previous study (Cao et al, 2023), this study controlled for employee gender, age, educational level and tenure.…”

Section: Control Variablesmentioning

confidence: 94%

“…, 2016). Employee workplace well-being is of great value for individual development and organizational success and has become an important issue that has aroused the interest of both practitioners and scholars (Cao et al. , 2023).…”

Section: Introductionmentioning

confidence: 99%

“…Previous research has shown that workplace well-being can generate beneficial outcomes such as increased performance (Salas-Vallina et al, 2021) and reduced turnover intention (Singh et al, 2016). Employee workplace well-being is of great value for individual development and organizational success and has become an important issue that has aroused the interest of both practitioners and scholars (Cao et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

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Supervisor bottom-line mentality and employee workplace well-being: a multiple mediation model

Guo,

Du,

Zhang

2024

BJM

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PurposeThis study is intended to investigate the relationship between supervisor bottom-line mentality (BLM) and employee workplace well-being. In addition, this study discusses the mediating roles of perception of organizational politics and job anxiety in this relationship.Design/methodology/approachData were gathered from a two-wave survey of 301 full-time employees in southern China. The PROCESS macro in SPSS was applied to test the hypotheses.FindingsResults showed that supervisor BLM was negatively related to employee workplace well-being. Moreover, perceptions of organizational politics and job anxiety played multiple mediating roles in the relationship between supervisor BLM and employee workplace well-being.Originality/valueDrawing on the conservation of resource (COR) theory and cognitive-affective personality system (CAPS) theory, this study proposes a multiple mediation model to advance our understanding of how supervisor BLM affects employee workplace well-being.

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Section: Discussionsupporting

confidence: 91%

“…In line with a previous study (Cao et al, 2023), this study controlled for employee gender, age, educational level and tenure.…”

Section: Control Variablesmentioning

confidence: 94%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Supervisor bottom-line mentality and employee workplace well-being: a multiple mediation model

Guo,

Du,

Zhang

2024

BJM

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“…Simultaneously, studies on managerial inclusiveness at the enterprise level are scarce. Most of the studies are limited to individual-level topics in small and medium-sized non-listed companies, such as employee well-being (Cao et al, 2022), employee helping behaviours (Qasim et al, 2022), employee work engagement (Bao et al, 2021), taking-charge behaviour (Zeng et al, 2020) and adaptive performance (Qurrahtulain et al, 2020).…”

mentioning

confidence: 99%

Managerial inclusiveness and corporate innovation in China

Deng,

2023

Accounting & Finance

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This study explores how managerial inclusiveness affects corporate innovation. Using an annual dataset of A‐share Chinese listed companies from 2008 to 2021, we find that managerial inclusiveness is positively related to corporate innovation. Market competition and team heterogeneity positively moderate the relationship between managerial inclusiveness and innovation. In addition, managerial inclusiveness in state‐owned enterprises plays a more significant role in promoting corporate innovation than it does in non‐state‐owned enterprises. By investigating the mechanism of influence, we found that inclusive managers can promote corporate innovation by relaxing internal controls and increasing corporate risk‐taking.

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