Research On The Impact Of Inclusive Leadership On The Psychological Safety And Engagement Of New Generation Employees

Now,the problem of an aging population is getting more and more serious.In production practice,managers are increasingly demanding new blood.However,the new generation of forces cannot only bring innovation,vigor,and the power of organizational reform,but also means new management problems.In the Internet age,spiritual ideas and ideology are changing with each passing day.After the 80 s and 90 s,I was eager to be unconventional,and the concept of work was very different from the predecessors.Especially in the concept of dedication,it is completely different from the ideas of the predecessors.Encouraging them to be more dedicated requires deep excavation,which is a difficult problem that enterprises need to solve now.Inclusive leadership is considered an effective way to address the diversity of the workforce.In addition,tolerance has a profound cultural soil in China.Inclusive managers respect subordinates,open-minded and more intimate.Studies have shown that it can improve innovation and ability to speak.This paper hopes to further explore whether inclusive leadership can enhance the level of professionalism of the new generation.With this goal in mind,this article focuses on the engagement of new generation employees and deeply analyzes the impact of inclusive leadership on the engagement of new generation employees.It also explores the intermediary effect of psychological security in this process,and the role of role pressure and self-efficacy.By analyzing the questionnaires of 298 new generation employees,it is confirmed that inclusive leadership has a significant positive impact on the engagement of new generation employees;inclusive leadership has a significant positive impact on psychological security;psychological security for new generation employees The degree of engagement has a significant positive impact.Psychological security has a partial intermediary role between inclusive leadership and the engagement of new generation employees.Role pressure and role conflicts and role blur dimensions have a negative regulatory effect on the impact of inclusive leadership and employee engagement.Self-efficacy does not play a regulatory role in this process.This paper broadens research on inclusive leadership,employee engagement,role pressure and psychological security,and proposes management recommendations for corporate practice,with theoretical and practical significance.