2004
  1. Home
  2. A-Z Publications
  3. Gedrag & Organisatie
  4. Volume 37, Issue 2
  5. Article
Volume 37, Issue 2
  • ISSN: 0921-5077
  • E-ISSN: 1875-7235

Abstract

Samenvatting

In deze studie veronderstelden wij op basis van de zelfdeterminatietheorie dat naarmate medewerkers het gedrag van hun leidinggevende als meer inclusief zien, zij meer autonomie, verbondenheid en competentie ervaren in hun werk. Tevens veronderstelden we, op basis van de optimale distinctiviteitstheorie, dat deze relatie sterker is naarmate medewerkers een grotere persoon-team fit ervaren. 222 werknemers rapporteerden via een online vragenlijst in hoeverre zij autonomie, verbondenheid, competentie en (supplementaire en complementaire) fit met hun team ervaarden en de mate waarin hun leidinggevende inclusief leiderschapsgedrag vertoonde. Onze analyse bevestigde de relatie tussen inclusief leiderschap en autonomie, verbondenheid en competentie. Team fit modereerde de relatie tussen inclusief leiderschap en behoeftebevrediging, maar anders dan verwacht. De relatie tussen inclusief leiderschap en ervaren autonomie en verbondenheid was sterker wanneer medewerkers een lage supplementaire team fit ervaarden. De relatie tussen inclusief leiderschap en ervaren autonomie en competentie was sterker wanneer medewerkers een lage complementaire team fit ervaren. Daarnaast bleek dat zowel supplementaire als complementaire team fit substantieel samenhingen met autonomie, verbondenheid en competentie. Onze resultaten benadrukken hiermee het belang van teamcontext in het begrijpen van uitkomsten van inclusief leiderschap.

© Sanne Nijs, Marloes van Engen, Stefan van der Meer, Sanne van Gestel & Kristýna Odstrčilíková
Loading

Article metrics loading...

/content/journals/10.5117/GO2024.2.002.NIJS
2024-06-01
2024-11-07
Loading full text...

Full text loading...

References

  1. Ahmed, F., Zhao, F., Faraz, N. A., & Qin, Y. J. (2021). How inclusive leadership paves way for psychological well-being of employees during trauma and crisis: A three-wave longitudinal mediation study. Journal of Advanced Nursing, 77(2), 819-831. https://doi.org/10.1111/jan.14637
     [Google Scholar]
  2. Ashikali, T., Groeneveld, S., & Kuipers, B. (2021). The role of inclusive leadership in supporting an inclusive climate in diverse public sector teams. Review of Public Personnel Administration, 41(3), 497-519. https://doi.org/10.1177/0734371X19899722
     [Google Scholar]
  3. Baard, P. P., Deci, E. L., & Ryan, R. M. (2004). Intrinsic need satisfaction: a motivational basis of performance and well-being in two work settings. Journal of Applied Social Psychology, 34(10), 2045-2068. https://doi.org/10.1111/j.1559-1816.2004.tb02690.x
     [Google Scholar]
  4. Bakker, A. B., & Oerlemans, W. G. (2019). Daily job crafting and momentary work engagement: A self-determination and self-regulation perspective. Journal of Vocational Behavior, 112, 417-430. https://doi.org/10.1016/j.jvb.2018.12.005
     [Google Scholar]
  5. Bao, P., Xiao, Z., Bao, G., & Noorderhaven, N. (2022). Inclusive leadership and employee work engagement: A moderated mediation model. Baltic Journal of Management, 17(1), 124-139. https://doi.org/10.1108/BJM-06-2021-0219
     [Google Scholar]
  6. Bavik, A., Bavik, Y. L., & Tang, P. M. (2017). Servant leadership, employee job crafting, and citizenship behaviors: A cross-level investigation. Cornell Hospitality Quarterly, 58(4), 364-373. https://doi.org/10.1177/1938965517719282
     [Google Scholar]
  7. Bidee, J., Vantilborgh, T., Pepermans, R., Willems, J., Jegers, M., & Hofmans, J. (2017). Daily motivation of volunteers in healthcare organizations: Relating team inclusion and intrinsic motivation using self-determination theory. European Journal of Work and Organizational Psychology, 26(3), 325-336. https://doi.org/10.1007/s11266-012-9269-x
     [Google Scholar]
  8. Blau, P. M. (1964). Exchange and power in social life. John Wiley.
     [Google Scholar]
  9. Boudrias, J. S., Morin, A. J., & Lajoie, D. (2014). Directionality of the associations between psychological empowerment and behavioural involvement: A longitudinal autoregressive cross-lagged analysis. Journal of Occupational and Organizational Psychology, 87(3), 437-463. https://doi.org/10.1111/joop.12056
     [Google Scholar]
  10. Brewer, M. B. (1991). The social self: On being the same and different at the same time. Personality and Social Psychology Bulletin, 17(5), 475-482. https://doi.org/10.1177/0146167291175001
     [Google Scholar]
  11. Cable, D. M., & Edwards, J. R. (2004). Complementary and supplementary fit: a theoretical and empirical integration. Journal of Applied Psychology, 89(5), 822-834. https://doi.org/10.1037/0021-9010.89.5.822
     [Google Scholar]
  12. Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250-260. https://doi.org/10.1080/10400419.2010.504654
     [Google Scholar]
  13. Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence, and relatedness need satisfaction. Leadership Quarterly, 27(1), 124-141. https://doi.org/10.1016/j.leaqua.2015.08.004
     [Google Scholar]
  14. Choi, S. B., Tran, T. B. H., & Park, B. I. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: An International Journal, 43(6), 931-943. https://doi.org/10.2224/sbp.2015.43
     [Google Scholar]
  15. Costello, A. B., & Osborne, J. W. (2005). Best practices in exploratory factor analysis: Four recommendations for getting the most from your analysis. Practical Assessment, Research & Evaluation, 10, 1-9. http://pareonline.net/getvn.asp?v=10&n=7
     [Google Scholar]
  16. Deci, E. L., Olafsen, A. H.,& Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43. https://doi.org/10.1146/annurev-orgpsych-032516-113108
     [Google Scholar]
  17. Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268. https://doi.org/10.1207/S15327965PLI1104_01
     [Google Scholar]
  18. De Cooman, R., Vantilborgh, T., Bal, P. M., & Lub, X. D. (2016). Creating inclusive teams through perceptions of supplementary and complementary person-team fit: Examining the relationship between person-team fit and team effectiveness. Group & Organization Management, 41(3), 310-342. https://doi.org/10.1177/1059601115586910
     [Google Scholar]
  19. Decuypere, A., Bauwens, R., & Audenaert, M. (2022). Leader psychological need satisfaction trickles down: The role of leader-member exchange. Frontiers in Psychology, 13, 799921. https://doi.org/10.3389/fpsyg.2022.799921
     [Google Scholar]
  20. Decuypere, A., & Schaufeli, W. (2020). Leadership and work engagement: Exploring explanatory mechanisms. German Journal of Human Resource Management, 34(1), 69-95. https://doi.org/10.1177/2397002219892197
     [Google Scholar]
  21. De Vries, R. E., Roe, R. A., & Taillieu, T. C. (2002). Need for leadership as a moderator of the relationships between leadership and individual outcomes. The Leadership Quarterly, 13(2), 121-137. https://doi.org/10.1016/S1048-9843(02)00097-8.
     [Google Scholar]
  22. Ellis, F. Y. A., Amos-Abanyie, S., Kwofie, T. E., Amponsah-Kwatiah, K., Afranie, I., & Aigbavboa, C. O. (2022). Contribution of person-team fit parameters to teamwork effectiveness in construction project teams. International Journal of Managing Projects in Business, 15(6), 983-1002. https://doi.org/10.1108/IJMPB-04-2021-0114
     [Google Scholar]
  23. Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly, 46(2), 229-273. https://doi.10.2307/2667087
     [Google Scholar]
  24. Faul, F., Erdfelder, E., Buchner, A., & Lang, A.-G. (2009). Statistical power analyses using G*Power 3.1: Tests for correlation and regression analyses. Behavior Research Methods, 41(4), 1149-1160. https://doi.org/10.3758/BRM.41.4.1149
     [Google Scholar]
  25. Ferguson, E., & Cox, T. (1993). Exploratory factor analysis: A users’ guide. International Journal of Selection and Assessment, 1(2), 84-94. https://doi.org/10.1111/j.1468-2389.1993.tb00092.x
     [Google Scholar]
  26. Gotsis, G., & Grimani, K. (2016). The role of servant leadership in fostering inclusive organizations. Journal of Management Development, 35(8), 985-1010. https://doi.org/10.1108/JMD-07-2015-0095
     [Google Scholar]
  27. Hayes, A. F. (2012). PROCESS: A versatile computational tool for observed variable mediation, moderation, and conditional process modeling. http://www.afhayes.com/public/process2012.pd
     [Google Scholar]
  28. Hetland, H., Hetland, J., Schou Andreassen, C., Pallesen, S., & Notelaers, G. (2011). Leadership and fulfillment of the three basic psychological needs at work. Career Development International, 16(5), 507-523. https://doi.org/10.1108/13620431111168903
     [Google Scholar]
  29. Hirak, R., Peng, A., Carmeli, A. and Schaubroeck, J. (2012). Linking leader inclusiveness to work unit performance: the importance of psychological safety and learning from failures. Leadership Quarterly, 31(1), 107-117. https://doi.org/10.1016/j.leaqua.2011.11.009
     [Google Scholar]
  30. Hollenbeck, J. R., Beersma, B., & Schouten, M. E. (2012). Beyond team types and taxonomies: A dimensional scaling conceptualization for team description. Academy of Management Review, 37(1), 82-106. https://www.jstor.org/stable/23218853
     [Google Scholar]
  31. Howell, J. P., Bowen, D. E., Dorfman, P. W., Kerr, S., & Podsakoff, P. M. (1990). Substitutes for leadership: Effective alternatives to ineffective leadership. Organizational Dynamics, 19(1), 21-38. https://doi.org/10.1016/0090-2616(90)90046-R
     [Google Scholar]
  32. Javed, B., Khan, A. K., & Quratulain, S. (2018). Inclusive leadership and innovative work behavior: Examination of LMX perspective in small capitalized textile firms. The Journal of Psychology, 152(8), 594-612. https://doi.org/10.1080/00223980.2018.1489767
     [Google Scholar]
  33. Jolly, P. M., & Lee, L. (2021). Silence is not golden: Motivating employee voice through inclusive leadership. Journal of Hospitality & Tourism Research, 45(6), 1092-1113. https://doi.org/10.1177/1096348020963699
     [Google Scholar]
  34. Lapalme, M.-È., & Doucet, O. (2018). Social integration of care coordinators in long-term care facilities: A cross-sectional study. International Journal of Nursing Studies, 82(1), 106-112. https://doi.org/10.1016/j.ijnurstu.2018.03.011
     [Google Scholar]
  35. Leroy, H., Buengeler, C., Veestraeten, M., Shemla, M., & Hoever, I. J. (2022). Fostering team creativity through team-focused inclusion: The role of leader harvesting the benefits of diversity and cultivating value-in-diversity beliefs. Group & Organization Management, 47(4), 798-839. https:/doi.org/10.1177/10596011211009683
     [Google Scholar]
  36. Liu, G., Peng, H., & Wen, H. (2023). How self-leadership promotes job crafting: Based on the perspective of self-determination theory. Frontiers in Psychology, 14, 1079196. https://doi.org/10.3389/fpsyg.2023.1079196
     [Google Scholar]
  37. Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941-966. https://doi.org/10.1002/job.413
     [Google Scholar]
  38. Nishii, L. H. (2013). The benefits of climate for inclusion for gender-diverse groups. Academy of Management Journal, 56(6), 1754-1774. https://www.jstor.org/stable/43589961.
     [Google Scholar]
  39. Nishii, L. H., & Leroy, H. (2022). A multi-level framework of inclusive leadership in organizations. Group & Organization Management, 47(4), 683-722. https//doi.org/10.1177/10596011221111505.
     [Google Scholar]
  40. Page, K. M., & Vella-Brodrick, D. (2009). The what, why, and how of employee well-being: A new model. Social Indicators Research, 90(3), 441-459. https://doi.org/10.1007/s11205-008-9270-3
     [Google Scholar]
  41. Piasentin, K. A., & Chapman, D. S. (2007). Perceived similarity and complementarity as predictors of subjective person-organization fit. Journal of Occupational and Organizational Psychology, 80(2), 341-354. https://doi.org/10.1348/096317906X115453
     [Google Scholar]
  42. Qi, L., Liu B, We,. X., & Hu, Y. (2019). Impact of inclusive leadership on employees’ innovative behavior: Perceived organizational support as a mediator. Plos One, 14(2). https://doi.org/10.1371/journal.pone.0212091
     [Google Scholar]
  43. Ramamoorthy, N., & Flood, P. C. (2004). Individualism/collectivism, perceived task interdependence and teamwork attitudes among Irish blue-collar employees: A test of the main and moderating effects. Human Relations, 57(3), 347-366. https://doi.org/10.1177/0018726704043274
     [Google Scholar]
  44. Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190-203. https://doi.org/10.1016/j.hrmr.2017.07.002
     [Google Scholar]
  45. Rayner, S. (2009). Educational diversity and learning leadership: A proposition, some principles and a model of inclusive leadership?Educational Review, 61(4), 433-447. https://doi.org/10.1080/00131910903404004
     [Google Scholar]
  46. Rudolph, C. W., Katz, I. M., Lavigne, K. N., & Zacher, H. (2017). Job crafting: A meta-analysis of relationships with individual differences, job characteristics, and work outcomes. Journal of Vocational Behavior, 102, 112-138. https://doi.org/10.1016/j.jvb.2017.05.008
     [Google Scholar]
  47. Sedlářík, Z., Bauwens, R., & Van Engen, M. (2024). Needs before deeds: Psychological need satisfaction as a mechanism linking inclusive leadership to organizational citizenship behavior. Leadership and Organization Development Journal, 45(1), 51-63. https://doi.org/10.1108/LODJ-12-2021-0545
     [Google Scholar]
  48. Seong, J. Y., & Choi, J. N. (2023). Multilevel homology and discontinuity of person–group fit on individual and team creativity. The Journal of Social Psychology, 163(2), 269-286. https://doi.org/10.1080/00224545.2021.1967844
     [Google Scholar]
  49. Shakil, R. M., Memon, M. A., & Ting, H. (2023). Inclusive leadership and innovative work behaviour: the mediating role of job autonomy. Quality & Quantity, 57(4), 707-721. https://doi.org/10.1007/s11135-021-01102-0.
     [Google Scholar]
  50. Shore, L. M., & Chung, B. G. (2022). Inclusive leadership: How leaders sustain or discourage work group inclusion. Group & Organization Management, 47(4), 723-754. https://10.1177/1059601121999580
     [Google Scholar]
  51. Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe, K. M., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262-1289. https://doi.org/10.1177/0149206310385943
     [Google Scholar]
  52. Slemp, G. R., Kern, M. L., Patrick, K. J., & Ryan, R. M. (2018). Leader autonomy support in the workplace: A meta-analytic review. Motivation and emotion, 42(5), 706-724. https://doi.org/10.1007/s11031-018-9698-y
     [Google Scholar]
  53. Snyder, C. R., & Fromkin, H. L. (1977). Abnormality as a positive characteristic: The development and validation of a scale measuring the need for uniqueness. Journal of Abnormal Psychology, 86(5), 518-527. https://doi.org/10.1037/0021-843X.86.5.518
     [Google Scholar]
  54. Straits, B. C., & Singleton, R. (2017). Social research: Approaches & fundamentals (Rev. ed.). Oxford University Press.
     [Google Scholar]
  55. Tabachnick, B. G., & Fidell, L. S. (2012). Using multivariate statistics (6th ed.). Pearson.
     [Google Scholar]
  56. Tang, N., Chen, C., Zhang, K., & Zheng, X. (2017). Inclusive leadership in China: A three factor framework. Academy of Management Proceedings, 2017(1), 14714. https://doi.org/10.5465/AMBPP.2017.14714abstract
     [Google Scholar]
  57. Van Dijk, H., Kooij, D., Karanika-Murray, M., De Vos, A., & Meyer, B. (2020). Meritocracy a myth? A multilevel perspective of how social inequality accumulates through work. Organizational Psychology Review, 10(3-4), 240-269.
     [Google Scholar]
  58. Van den Broeck, A., Vansteenkiste, M., De Witte, H., Soenens, B., & Lens, W. (2010). Capturing autonomy, competence, and relatedness at work: Construction and initial validation of the Work-Related Basic Need Satisfaction Scale. Journal of Occupational and Organizational Psychology, 83(4), 981-1002. https://doi.org/10.1348/096317909X481382
     [Google Scholar]
  59. Van Engen, M. L., & Meyers, M. C. (2014). Inclusive leadership. University of Tilburg, Business Report.
     [Google Scholar]
  60. Veli Korkmaz, A., Van Engen, M. L., Knappert, L., & Schalk, R. (2022a). About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research. Human Resource Management Review, 32(4), [100894]. https://doi.org/10.1016/j.hrmr.2022.100894
     [Google Scholar]
  61. Veli Korkmaz, A., Van Engen, M., Schalk, R., Bauwens, R., &., Knappert, L. (2022b). INCLEAD: Development of an inclusive leadership measurement tool. https://research.tilburguniversity.edu/en/publications/inclead-development-of-aninclusive-leadership-measurement-tool
     [Google Scholar]
  62. Way, J. D., Conway, J. S., Shockley, K. M., & Lineberry, M. C. (2022). Predicting perceptions of team process using optimal distinctiveness theory. Small Group Research, 53(3), 464-489. https://doi.org/10.1177/10464964211044812
     [Google Scholar]
  63. Xiaotao, Z., Yang, X., Diaz, I., & Yu, M. (2018). Is too much inclusive leadership a good thing? An examination of curvilinear relationship between inclusive leadership and employees’ task performance. International Journal of Manpower, 39(7), 882-895. https://doi.org/10.1108/IJM-01-2017-0011
     [Google Scholar]
  64. Ye, Q., Wang, D., & Li, X. (2019). Inclusive leadership and employees’ learning from errors: A moderated mediation model. Australian Journal of Management, 44(3), 462-481. https://doi.org/10.1177/0312896218805796
     [Google Scholar]
/content/journals/10.5117/GO2024.2.002.NIJS
Loading
Wanneer inclusieve leiders het verschil (kunnen) maken: Het belang van supplementaire en complementaire team-fit voor ervaren autonomie, verbondenheid en competentie van werknemers
G&O 37, 135 (2024); https://doi.org/10.5117/GO2024.2.002.NIJS
/content/journals/10.5117/GO2024.2.002.NIJS
/content/journals/10.5117/GO2024.2.002.NIJS
Loading

Data & Media loading...

Keyword(s): autonomy; competence; inclusive leadership; person-team fit; relatedness

Most Cited Most Cited RSS feed

This is a required field
Please enter a valid email address
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error