| Retaining valuable employees has become an increasingly imperative concern for leaders who want their companies to succeed in the global economy. Past research has shown that leadership exerts a significant effect on employees' organizational commitment, which is linked to job satisfaction, turnover, and performance (Klinsontorn, 2007; Walumbwa, 2002). The purpose of this study was two-fold. First, this study empirically tested the mediating effect of the experience of inclusion on the relationship between leadership style and organizational commitment. Specifically, it was expected that authentic leadership style would foster employees' experience of inclusion, which was thought to generate commitment in the workplace. Second, this study tested the moderating effect of individual work values on the relationship between leadership style and organizational commitment. Different individual work values with various levels of motivational forces on behavior orientation were expected to impact the leadership style and commitment relationship. Research measures of this study included online questionnaires regarding perceptions of leadership (Authentic Leadership Questionnaire by Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008) experience of inclusion (Experience of Inclusion Scale by Ferdman, Barrera, Allen, & Vuong, 2009), individual work values (Work Values Questionnaire by Elizur, 1996), and organizational commitment (Organizational Commitment Scale by Meyer & Allen, 1997). Sample consisted of 351 people who completed the survey from different industries. Based on regression analysis, the results indicated that employees' experience of inclusion mediated the relationship between authentic leadership and both affective (beta = .24, p < .01; z-score of Sobel test was 2.81) and normative commitment (beta = .26, p < .01; z-score of Sobel test was 2.60). However, employees' work values did not moderate the relationship between authentic leadership and all three forms (affective, normative, and continuous) of commitment measured.;Thorough understanding of these relationships has implications for the behavior of leaders. It suggests that leaders could make a difference in their work environment by demonstrating authenticity, which would foster employees' experience of inclusion, and thereby enhancing employee's organizational commitment. Authentic leaders foster inclusive working environments by involving employees in decision-making processes, bringing their whole selves to work, and modeling inclusive behaviors for employees. This, in turn, develops employee commitment by involving employees and including them to impact organizational outcomes.;Keywords: Authentic Leadership, Inclusion, Work Values, Organizational Commitment. |
