Inclusive Leadership towards Employee Performance In-Role and Extra-Role with Work Engagement as a Mediation
DOI:
https://doi.org/10.47747/fmiic.v1i1.2128Abstract
This research investigates the relationship between inclusive leadership and work engagement in civil servants in Central Kalimantan. In addition, this research explores the influence of the mediating role of work engagement on inclusive leadership and in-role performance and out-of-role performance. In February 2024, a total of 128 employees in government offices were surveyed with the Work Engagement Scale, Inclusive Leadership Scale, and Performance Scale outside and inside the employee's role. Using PLS (Partial Least Square) testing, a component or variant-based SEM structural equation model to test research hypotheses. The research results found that inclusive leadership was directly able to increase work engagement, employee performance within the role and employee performance outside the role. The uniqueness of this research is testing the mediating effect of work engagement using the upsilon (v) mediation effect method, and using the concept of OCB which is divided into in-role performance and out-of-role performance.
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