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The Effect of Inclusive Leadership on Change-Oriented Organizational Citizenship Behavior and Benevolent Rule-Breaking: The Mediating Role of Trust in the Leader
Fatemeh Latifat* ، Abdolzahra Naami ، Seyed Esmaeil Hashemi
Department of Industrial and Organizational Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran.
چکیده:   (903 مشاهده)
The purpose of this study was to examine the effect of inclusive leadership on change-oriented organizational citizenship behavior and benevolent rule-breaking, with the mediating role of trust in the leader. This applied research employed a descriptive-survey method. The statistical population consisted of all 1,820 employees of the National Tax Administration of Iran (as an example of a public organization), from which 385 individuals were selected using simple random sampling. Data were collected using validated questionnaires for inclusive leadership, change-oriented organizational citizenship behavior, and benevolent rule-breaking. Structural equation modeling was used to analyze the data. The results indicated that inclusive leadership has a positive and direct effect on change-oriented organizational citizenship behavior and benevolent rule-breaking. Furthermore, inclusive leadership significantly enhances trust in the leader, and trust in the leader plays a mediating role in the relationship between inclusive leadership and both change-oriented organizational citizenship behavior and benevolent rule-breaking. These findings suggest that inclusive leadership, by strengthening employees' trust in the leader, provides the conditions for the emergence of change-oriented behaviors and benevolent rule-breaking. The results offer practical guidance for managers in public organizations to enhance innovation, flexibility, and organizational performance.
واژه‌های کلیدی: Benevolent rule‑breaking، Inclusive leadership، organizational citizenship behavior Change‑oriented، Trust to leader
     
نوع مطالعه: كاربردي | موضوع مقاله: تخصصي
دریافت: 1404/10/8 | ویرایش نهایی: 1405/3/19 | پذیرش: 1405/3/30
فهرست منابع
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