The Impact of Inclusive Leadership on Project Success: A Moderated-Mediation Model of Employee Motivation and Self-Efficacy

Abstract

Cumulative evidence has demonstrated that mediating and moderating processes play a role in the inclusive leadership process for project success. Considerable efforts have been made to contribute to the literature by determining the impact of inclusive leadership on project success with the mediating role of employee motivation and the moderating role of self-efficacy. The proposed model is supported by social cognitive theory, which reveals that the social environment plays a crucial role in motivation, learning, and self-regulation. Convenient sampling techniques have been used, and quantitative data, consisting of 725 respondents working in construction based organizations, was analyzed using statistical tools. The results support that inclusive leadership is positively linked to project success. The mediating role of employee motivation and moderating the role of self-efficacy in the relationship between inclusive leadership and project success has also been supported. The study also revealed that inclusive leadership behaviors drove employees. Leaders must engage their subordinates by taking delight and happiness in their employees' work, contributing to the project's success. The theoretical and practical implications and limitations and future research are also discussed.