Measuring the Relationship between Eudaimonic Well-Being and Leaders’ Inclusive Behaviour: A Case Study of Organisations in Pakistan
DOI:
https://doi.org/10.54183/jssr.v3i1.146Keywords:
Leader's Inclusive Behaviour, Sense of Belongingness, Eudaimonic Well-beingAbstract
Employee well-being and organisational performance have been linked to leaders' inclusive behaviours. The primary objective of this study was to examine the impact of a leader's inclusive behaviour on employees' well-being (eudaimonic) and the mediating role of a sense of belongingness. The target population was taken from different organisations of various sectors through non-probability sampling (convenient). SEM's (structural equation modelling) partial least square method was used through SmartPLS to examine the direct and mediating impact based on 410 responses. The leader's inclusive behaviour on well-being (eudaimonic) was uncovered as a significant indirect and insignificant direct effect in the data analysis. Nevertheless, the sense of belongingness was found to be a significant mediator. However, the findings contribute to the earlier research studies that usually examined the direct relationship between leadership behaviour and employee well-being, which confirmed that a sense of belongingness mediates the link between a leader's inclusive behaviour and employees' well-being. Undoubtedly, the findings facilitate the practitioners establishing and maintaining behaviour to enhance employees' Eudaimonic well-being. The results showed that a leader's inclusive behaviour is a positive predictor of belongingness; a sense of belongingness is a positive predictor of well-being (eudaimonic).
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