Inclusive Leadership, Motivation, Engagement, and Organizational Culture: Pathways to Improve Job Performance in South Sudan’s Public Sector
Zhixia Chen et al.
What the paper says
The effectiveness of inclusive leadership has been examined in stable Western contexts, but not in fragile states. This study investigates its impact on Subordinates’ job performance in the South Sudan public sector. A cross-sectional quantitative design was employed, collecting data from 370 civil servants across various ministries in Juba, South Sudan. Data analysis utilized SPSS and SmartPLS employing structural equation modeling (SEM) to test direct, mediating, and moderating effects. Results indicate that inclusive leadership is significantly associated with public employees’ job performance, with motivation and engagement partially mediating this relationship. Organizational culture, particularly the dimensions of involvement and adaptability, significantly moderated these effects. These findings demonstrate that inclusive leadership can significantly improve job performance, even in fragile state contexts, by repairing social exchange, redefining motivation, and serving as a vital resource, challenging the universal applicability of Western theories. Practical implications and future research direction are discussed.
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.50 × 0.4 = 0.20 |
| M · momentum | 0.50 × 0.15 = 0.07 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.