Abstract
Inclusive leadership is increasingly recognized as a vital factor in promoting and sustaining workplace well-being. While previous research has highlighted its link to positive work behavior, the relationship remains insufficiently explored, with findings that are often inconsistent. Drawing on the framework of Social Cognitive Theory, this study investigates how inclusive leadership, conceptualized through knowledge sharing and skill transfer, influences positive work behavior, specifically cognitive engagement and work motivation. A total of 269 full-time employees from various educational agencies in Malaysia participated in the study by completing a survey questionnaire. The data were analyzed using Structural Equation Modeling (SEM) with SmartPLS software to examine the proposed hypotheses. The results reveal that inclusive leadership has a significant and positive effect on positive work behavior, establishing it as a critical predictor in organizational settings. These findings suggest that leaders should pay greater attention to fulfilling employees’ basic psychological needs, as doing so can foster intrinsic motivation, encourage personal growth, and strengthen commitment. In practice, inclusive leadership not only enhances employees’ enthusiasm and energy but also contributes to building a supportive work environment that promotes long-term well-being. Ultimately, this study underscores the importance of adopting inclusive leadership as a strategic approach to cultivate motivated, engaged, and resilient employees.
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