en The Effect of Inclusive Leadership on Change-Oriented Organizational Citizenship Behavior and Benevolent Rule-Breaking: The Mediating Role of Trust in the Leader تخصصي Special كاربردي Applicable <div dir="ltr" style="text-align: justify;"><span style="color:#000000;"><span style="font-size:11pt"><span style="line-height:115%"><span style="font-family:Calibri,sans-serif"><span style="font-size:12.0pt"><span style="line-height:115%"><span new="" roman="" style="font-family:" times="">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&#39; 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.</span></span></span></span></span></span></span></div> <div style="text-align: justify;"><span style="color:#000000;"><span style="font-size:11pt"><span style="line-height:115%"><span style="font-family:Calibri,sans-serif"><span style="font-size:12.0pt"><span style="line-height:115%"><span new="" roman="" style="font-family:" times="">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&#39; 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.</span></span></span></span></span></span></span></div> Benevolent rule‑breaking, Inclusive leadership, organizational citizenship behavior Change‑oriented, Trust to leader Benevolent rule‑breaking, Inclusive leadership, organizational citizenship behavior Change‑oriented, Trust to leader 0 0 http://ijpb.ir/browse.php?a_code=A-10-506-1&slc_lang=en&sid=1 Fatemeh Latifat Fatemeh Latifat fatemehlatifat23@gmail.com 10031947532846004832 10031947532846004832 Yes Department of Industrial and Organizational Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran. Department of Industrial and Organizational Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran. Abdolzahra Naami Abdolzahra Naami naamiabdol@scu.ac.ir 10031947532846004833 10031947532846004833 No Department of Psychology, Faculty of Education and Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran. Department of Psychology, Faculty of Education and Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran. Seyed Esmaeil Hashemi Seyed Esmaeil Hashemi esmaeil@scu.ac.ir 10031947532846004834 10031947532846004834 No Department of Psychology, Faculty of Education and Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran. Department of Psychology, Faculty of Education and Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran.