Research On The Relationship Between Inclusive Leadership,perceived Organizational Support And Employees’ Active Change Behavior

With the wave of knowledge economy in the 21 st century,the business environment faced by organizations is increasingly dynamic and complex.The unpredictable potential competitive crisis makes enterprises face many challenges in the process of development.Especially in the background of global COVID-19 and China’s economic restructuring and upgrading,the uncertainty of domestic business environment has further intensified.The current environment has higher requirements for organizational flexibility and innovation.Enterprises need to prepare for psychological changes and transformation,and cultivate their abilities,and their roles and responsibilities are facing new challenges.In this case,the survival and development of the organization depends more on the active change behavior of employees.Whether and how leadership style affects employees’ active change behavior has always been a hot research topic in the field of organizational change.Inclusive leadership is a new concept of leadership style.Its openness,equality and inclusiveness can create good conditions for employees’ emotional identity.This paper attempts to explore the mechanism through which inclusive leadership can affect employees’ active change behavior.This paper introduces perceived organizational support as an intermediary variable and self-efficacy as a regulatory variable.After combing the relevant literature and theoretical research,this paper puts forward the hypothesis and structural model.Draw lessons from the maturity scale at home and abroad and compile the questionnaire.Through independent sample t-test,F-test,regression analysis and other statistical methods,this paper finds that:(1)in some demographic characteristics,such as working years and age in the current unit,employees in different intervals have significant differences in the scores of active change behavior;(2)Inclusive leadership as a whole and its three dimensions are significantly positively correlated with employees’ active change behavior;(3)Perceived organizational support as a whole is positively correlated with employees’ active change behavior.The dimensions of value identification and interest care explain the variation of active change behavior to the greatest extent,and the dimension of job support does not work when explained together with other dimensions.(4)Perceived organizational support and its three dimensions play a partial mediating role in the impact of inclusive leadership on employees’ active change behavior.(5)Self efficacy plays a moderating role in the process of perceiving the role of organizational support in employees’ active change behavior.