Fostering Meaningful Work Through Inclusive Leadership: The Mediating Role of Psychological Capital

Abstract

In contemporary organizations, fostering employees’ sense of meaningful work has become increasingly important for enhancing well-being and sustainable performance. However, the leadership mechanisms underlying this process remain underexplored. The present study examined the relationship between inclusive leadership and employees’ perceptions of meaningful work, with psychological capital (self-efficacy, hope, optimism, and resilience) as a mediating variable. Data were collected from 372 employees working in both the public and private sectors with an online survey that included psychometrically validated scales and demographic items. The hypothesized relationships were tested using descriptive statistics, correlation, and mediation analyses. The findings indicated that inclusive leadership and psychological capital were positive and significant predictors of meaningful work perceptions. Moreover, the results showed that psychological capital exerted a significant partial mediation effect on the relationship between inclusive leadership and meaningful work. These results suggest that inclusive leadership contributes to employees’ sense of meaningful work both directly and indirectly by enhancing psychological resources. The study provides empirical evidence for the role of leadership in fostering meaningful work and offers implications for developing more inclusive and human-centered organizational environments.