Abstract
In contemporary organizations, fostering employees’ sense of meaningful work has become increasingly important for enhancing well-being and sustainable performance. However, the leadership mechanisms underlying this process remain underexplored. The present study examined the relationship between inclusive leadership and employees’ perceptions of meaningful work, with psychological capital (self-efficacy, hope, optimism, and resilience) as a mediating variable. Data were collected from 372 employees working in both the public and private sectors with an online survey that included psychometrically validated scales and demographic items. The hypothesized relationships were tested using descriptive statistics, correlation, and mediation analyses. The findings indicated that inclusive leadership and psychological capital were positive and significant predictors of meaningful work perceptions. Moreover, the results showed that psychological capital exerted a significant partial mediation effect on the relationship between inclusive leadership and meaningful work. These results suggest that inclusive leadership contributes to employees’ sense of meaningful work both directly and indirectly by enhancing psychological resources. The study provides empirical evidence for the role of leadership in fostering meaningful work and offers implications for developing more inclusive and human-centered organizational environments.
Introduction
In the wake of global shifts in workplace dynamics and the increasing focus on employee well-being, there is a growing imperative for organizations to provide more than just economic incentives. In today’s competitive environment, the psychological connection between an employee and their role has become a strategic asset for organizational sustainability. The meaningfulness of work, defined as the degree to which employees perceive and evaluate the value and relevance of their jobs (Steger et al., 2012), is recognized as a critical factor contributing to employee well-being (Shafaei & Nejati, 2024; Umrani et al., 2024). Factors such as excessive workload, lack of spiritual satisfaction, psychological inadequacy, absence of leadership, and lack of organizational support can lead employees to question their jobs and to seek meaning in their work (Lysova et al., 2019). However, when employees perceive their work as meaningful, they are more likely to contribute positively to themselves, their organizations, and society (Jiang et al., 2022).
Meaningful work significantly enhances employee motivation and strengthens emotional commitment to the organization (Bailey et al., 2019; Oh et al., 2023). It serves as a vital catalyst for various positive outcomes, such as job and life satisfaction (Rogozińska-Pawełczyk, 2023), work motivation (Tang et al., 2016), career development (Shabeer et al., 2023) and creativity (Fu et al., 2022) and organizational commitment (Geldenhuys et al., 2014). Moreover, meaningful work acts as a critical buffer, associated with lower levels of hostility (Allan et al., 2016), depression, stress, and anxiety, positioning it as an essential component of individual well-being (Arnold et al., 2007; Oruç, 2019; Steger et al., 2012). By fostering both to physical and social well-being, meaningful work can function as a strategic driver that can increase workplace engagement and individual performance (Ward et al., 2023; Zeglat & Janbeik, 2019) ultimately enhancing long-term effectiveness and human capital development (Steger et al., 2012).
The perception of work as meaningful has significant implications for both individual psychological well-being and collective organizational efficacy. Despite the broad scope of research on this subject, the factors that influence and contribute to meaningful work remain underexplored. One critical aspect that may enhance the perception of meaningful work in organizational contexts is leadership style (Tummers & Knies, 2013). Although leadership styles such as transformational leadership (Meng et al., 2022), ethical leadership (Mostafa & El-Motalib, 2020), empowering leadership (Lee et al., 2018), and authentic leadership (Silva et al., 2023) have been studied in terms of meaningful work, the role of inclusive leadership remains under-researched in the literature (Gong et al., 2024; Shafaei & Nejati, 2024). This gap is significant because traditional leadership models may not fully explain how inclusion fosters a sense of meaning in today’s diverse workplaces. Therefore, exploring this relationship is important for understanding how contemporary leaders can effectively facilitate meaningful work experiences.
Inclusive leadership, which encourages participation, values diversity, and strengthens a sense of belonging among employees (Kuknor & Bhattacharya, 2020; Randel, 2025), functions as a critical antecedent to meaningful work through high-quality leader-member exchange processes. Inclusive leaders, by being open and accessible, can foster trust and help employees ascribe greater meaning to their work (Mercurio et al., 2024). Additionally, involving employees in decision-making processes acts as a catalyst that strengthens psychological capital and directly supports meaning-making processes (Elvestuen & Valaker, 2021). This suggests that inclusive leadership is not just a management style, but a foundational element for fostering both psychological resources and meaningful work perceptions.
Psychological capital, which has been associated with work-life balance (Rashmi & Kataria, 2022), career success (Kauffeld & Spurk, 2022), work happiness (Kun & Gadanecz, 2022) and performance (Firoz & Chaudhary, 2022) is a significant internal resource that may also influence the perception of meaningful work. According to self-determination theory (Ryan & Vansteenkiste, 2023), strengthening such internal resources is essential for enhancing the meaningfulness of work experiences. However, previous research has not adequately examined the combined impact of inclusive leadership on meaningful work and the specific mediating role of psychological capital in this relationship (Khan et al., 2024; Randel, 2025). Therefore, the present study directly addressed this critical gap by investigating the effect of inclusive leadership on meaningful work through the mediating role of psychological capital.
Development of Hypotheses
Inclusive Leadership and Meaningful Work
Work is not merely an economic necessity but also a fundamental element supporting individuals’ motivation and professional development (Steger et al., 2012). From the perspective of self-determination theory (Ryan & Vansteenkiste, 2023), meaningful work enhances individuals’ psychological well-being satisfying their core needs for autonomy and relatedness which in turn and increases their contributions to the workplace (Allan et al., 2018; Bailey et al., 2019). Organizations in today’s complex business environment require leaders who foster creativity, build trust, and support open communication to sustain these psychological states (Dugan, 2024). Consequently, Inclusive leadership has emerged as a vital leadership approach that strengthens employees’ sense of belonging and promotes organizational sustainability (Shafaei & Nejati, 2024; Umrani et al., 2024). Leaders who view diversity as an advantage create a safe and trusting environment, encourage innovation, and establish collaborative teams by effectively managing differences (Byrd, 2022; Fleming & Kowalsky, 2025; Lu et al., 2024). By adopting a fair and equitable approach inclusive leaders with a fair and equitable approach enable employees to voice their opinions, foster an entrepreneurial spirit, and contribute to developing a positive organizational culture, thereby providing the external support necessary for internal meaning-making processes (Lysova et al., 2019; Shore & Chung, 2022).
Research has shown that inclusive leadership is positively associated with employee engagement (Bao et al., 2022), job satisfaction (Sanseverino et al., 2024), trust in the leader (Orekoya, 2024), innovative work behavior (Dai & Fang, 2023), work performance (Umrani et al., 2024), psychological well-being (Ryan, 2007), and psychological safety (Shafaei & Nejati, 2024). Beyond these empirical correlations, the functional grounding for this relationship can be explained through self-determination theory, which posits that a leadership approach prioritizing individuals’ basic psychological needs contributes to employees perceiving their work as meaningful. A leadership approach that prioritizes individuals may contribute to employees perceiving their work as meaningful (Shore & Chung, 2022). Specifically, inclusive leaders provide opportunities for employees to enhance their competencies and realize their potential, which leads to greater satisfaction from work experiences. Moreover, by encouraging learning from mistakes, these leaders create a favorable organizational climate that fosters a sense of relatedness and psychological security (Blustein et al., 2023; Mercurio et al., 2024). In organizations where fair, equitable, and positive relationships prevail, employees are more likely to feel inherently valued, which facilitates the internal process of ascribing meaning to their tasks (Isa et al., 2024; Tan et al., 2023). Based on this literature, it was hypothesized that inclusive leadership would be positively associated with employees’ perception of meaningful work (H1).
Inclusive Leadership and Psychological Capital
Psychological capital functions as an effective internal motivator that fosters human development, enhances well-being, and individual supports success (Luthans et al., 2007). Individuals possesing high self-confidence, resilience, hope, energy, and optimism are more equipped to find profound meaningfulness in their work (Isa et al., 2024). Moreover, job characteristics theory (Oldham & Hackman, 2010) highlights that employees need to perceive their work as meaningful and valuable to achieve desired levels of psychological well-being, satisfaction, and performance (Lepisto & Pratt, 2017; Paterson et al., 2014). Inclusive leaders create open and effective communication channels that facilitate continuous feedback exchange thereby satisfying the employee’s need for competence and autonomy.
Inclusive leaders also provide the necessary resources and tools to help employees succeed. By providing necessary resources, tools, and professional development opportunities, inclusive leaders do not merely support skill enhancement, they actively foster an environment that bolsters an individual’s internal resource pool (Ke et al., 2022; Ryan, 2007; Zafar et al., 2024). Through collaborative work and a strong sense of belonging, inclusive leaders build the relational trust necessary to enhance employees’ levels of psychological capital (Thompson & Matkin, 2020). Inclusive leaders also provide the support needed to build ‘Green Psychological Capital’. By encouraging participation and learning, these leaders increase employees’ confidence and resilience. This internal strength is necessary for employees to handle the complex challenges found in sustainable and green industries. Based on this literature, it was hypothesized that inclusive leadership would be positively associated with psychological capital (H2).
Inclusive Leadership, Psychological Capital, and Meaningful Work
Inclusive leadership, which prioritizes the individual, is a relational style that demonstrates value for employees by actively listening to them, involving them in work processes, and providing instrinsic motivation (Thompson & Matkin, 2020). Characterized by open-mindedness, tolerance, and the creation of a sense of belonging, inclusive leadership satisfies the basic psychological need for relatedness, as defined by self-determination theory (Tang et al., 2016). On the other hand, the sense of meaningful work helps employees perceive their work as valuable and as something that goes beyond achievement and financial gain (Hoole & Bonnema, 2015; Luthans & Avolio, 2014). Moreover, the internal capacity to find meaning is bolstered by positive psychological resources—specifically psychological capital which includes self-efficacy, optimism, hope, and resilience (Dhir & Sharma, 2025). According to self-determination theory, when leaders provide the external support of inclusion, they empower these internal psychological resources, which in turn function as the cognitive ‘energy’ necessary for employees to interpret their work as meaningful.
Psychological capital is a psychological mechanism that may be influenced by inclusive leadership behaviors (Gong et al., 2024). Grounded in self-determination theory, inclusive leaders actively encourage and support their employees to develop psychological capital. By exhibiting tolerance for mistakes and treating employees with consistent respect and fairness, they satisfy fundamental need for relatedness, which increases employees’ sense of belonging to the organization (Nasreen et al., 2024). Moreover, inclusive leaders foster employees’ belief in their own talents and potential, and fulfill employees’ need for competence, allowing them to pursue self-actualization (Marques, 2020).
Consequently, individuals with high internal resources recognize new opportunities at work and move closer to fulfilling their purpose by seizing these opportunities (Sherwood et al., 2024). In this context, inclusive leadership behaviors may support employees, enhance their psychological capital, and help them perceive their work as more meaningful. Additionally, The present study suggests that psychological capital is the psychological ‘bridge’ between leadership and meaning. In modern sustainable organizations, inclusive leadership builds the internal resources that allow employees to find deep purpose in their work. Therefore, it is argued that this mediation is a key foundation for a successful green organizational culture. Based on these arguments, it was hypothesized that psychological capital would mediate the relationship between inclusive leadership and employees’ perception of meaningful work (H3).
Methods
Participants and Procedure
The study focused on the service sector in Türkiye for several strategic reasons. First, the service sector is the largest and most labor-intensive component of the Turkish economy, where organizational success depends heavily on the quality of human interaction. Unlike manufacturing, service roles require constant emotional labor and adaptability, making psychological capital a vital internal resource for maintaining performance and well-being.
Second, the service sector is currently undergoing a significant “green transition.” As organizations shift toward sustainable and socially responsible service models, leadership becomes the primary driver of this change. Inclusive leadership is uniquely important in this context because it creates a safe environment where diverse ideas are valued, allowing employees to find meaningful work during periods of systemic change. By focusing on this sector, the study provides a foundation for understanding how leadership and psychological resources work together to support employee well-being.
A total of 376 employees actively working in the service sector in Türkiye participated in the study. Of these, 61.9% were female, 64.2% were married, 66.2% were private sector employees, 68.4% were white-collar workers, and 26.6% held managerial positions. The sample had a mean age of 38.49 years (SD = 8.83; range = 20–70 years). Regarding their educational background, 2.2% had a middleschool education, 9.4% had a high school or equivalent degree, 72.2% had a bachelors degree, 12.9% had a master’s degree, and 3.2% had a doctoral degree. Regarding organizational hierarchy, 12.3% worked at the lowest level, 66.6% at the middle level, and 21.2% at the upper level.
Data were collected through an online survey comprising validated measures of inclusive leadership, psychological capital, meaningful work, and demographic information. The survey was distributed online to service sector employees via the professional contacts and through the social networks of the authors, utilizing a convenience sampling approach. Participation in the study was limited to service sector employees, and respondents who indicated that they did not work in this sector were excluded. The data were obtained voluntarily, irrespective of whether the participants worked in the public or private sector. Before data collection, informed consent was obtained from all participants. The study complied with the principles outlined in the Helsinki Declaration and was approved by the first author’s university ethics committee (approval number: E-61923333-050.99-130519).
Measures
Inclusive Leadership Scale (ILS)
The ILS (Carmeli et al., 2010; Turkish version: Sürücü & Maslakçı, 2021) comprises nine items and is a unidimensional measure. Participants rate items (e.g., “The manager is open to hearing new ideas”) on a five-point Likert-type scale ranging from 1 (strongly disagree) to 5 (strongly agree). Higher scores indicate a higher levels of inclusive leadership.
Psychological Capital Scale (PCS)
The PCS (Avey et al., 2011; Turkish version: Oruç, 2018) comprises 12 items consisting of four dimensions: self-efficacy (three items: e.g., “I feel confident talking about my area of expertise in meetings with managers at my workplace”), hope (four items: e.g., “I can give and receive love and care from others”), resilience (three items: e.g., “I like to challenge myself with new and difficult things”), and optimism (two items: e.g., “I tend to have an optimistic outlook on the possible future outcomes of my work”). Participants rate items on a five-point Likert-type scale ranging from 1 (strongly disagree) to 5 (strongly agree). Higher scores indicate a higher level of psychological capital.
Meaningful Work Scale (MWS)
The MWS (Steger et al., 2012; Turkish version: Fındıklı et al., 2017) comprises ten items (e.g. “I have found a meaningful career, “I view my work as contributing to my personal growth”) and is unidimensional. Participants rate items on a five-point Likert-type scale ranging from 1 (strongly disagree) to 5 (strongly agree). Higher scores indicate a higher level of inclusive meaningful work.
Demographics
Participants answered demographic questions indicating their gender (female, male), marital status (married, single), education level (middle school, high school or equivalent, bachelor’s degree, master’s degree, doctorate), age (open-ended), employee type (blue collar, white collar), and the position in the organizational hierarchy (lowest level, middle level, upper level). Collecting this information was essential to ensure a diverse representation of the Turkish service sector and to provide a clearer context for the relationship between inclusive leadership and psychological resources.
Data Analysis
Descriptive statistics (means, standard deviations, frequencies, and percentages), reliability analyses (including Cronbach’s alpha, McDonald’s omega, and composite reliability), and Pearson correlation coefficients were computed to examine the inter-relationships among the variables. To test the hypothesized relationships, multiple regression analyses and mediation analysis using Hayes’ PROCESS macro (Model 4) were conducted (Hayes, 2012) by using composite scores of the variables. The data were analyzed using IBM SPSS Statistics (Version 22.0) and the Hayes’ PROCESS macro (Model 4). Prior to hypothesis testing, a rigorous data screening and cleaning procedure was conducted. Incomplete surveys and those identified as ‘carelessly completed’ (approximately 10%) were excluded. Careless responses were identified using two attention-check items embedded in the survey (e.g., “If you are reading this question, please select option 5”). Resulting in a final sample of 376 valid responses. To ensure the requirements for parametric tests were met, normality of the distribution was assessed through skewness and kurtosis values, which were found to be within the acceptable range of −/+1.5. Composite (total) scores were created and used for each variable by calculating the arithmetic mean of the items, consistent with the structural validity of the scales.
Results
Descriptive Statistics and Internal Consistency Scores
Note. N = 372, M = Mean, SD = Standard deviation, α = Cronbach’s alpha, ω = McDonald’s omega, CR = composite reliability, *Because composite reliability is typically not recommended for two-item constructs due to the risk of inflated reliability estimates, CR was not reported for this dimension. Instead, internal consistency was assessed using Cronbach’s alpha and McDonalds’s omega.
Correlation matrix of study variables
Note. N = 372, **p < 0.01, ***p < 0.001.
Direct, indirect, and total effects of inclusive leadership on meaningful work
Note. N = 372, **p < 0.01, ***p < 0.001. β = unstandardized beta coefficient, SE = Standard Error, LLCI = lower limit confidence interval, ULCI = upper limit confidence interval.
The results of the correlation analysis showed that inclusive leadership was positively and significantly associated with psychological capital (total scores) (r = .42). Similarly, significant positive correlations were observed between inclusive leadership and meaningful work (r = .38), as well as between psychological capital and meaningful work (r = .55). Moreover, all sub-dimensions of inclusive leadership and psychological capital were positively and significantly related to each other and to meaningful work.
A mediation analysis was conducted using Hayes’ PROCESS macro (Model 4) to test inclusive leadership’s direct, indirect, and total effects on meaningful work. The results indicated that inclusive leadership had a significant direct effect on meaningful work (β = .34) and a significant direct effect on psychological capital (β = .26). Moreover, psychological capital demonstrated a partial mediating effect on the relationship between inclusive leadership and meaningful work (β = .15), thereby reducing the direct impact of inclusive leadership on meaningful work. According to the model, the total effect of inclusive leadership on meaningful work was also positive and significant (β = .19). These findings supported H1 and H2, while H3 was partially supported.
Discussion
The present study examined the role of employees’ perceptions of inclusive leadership in their perception of meaningful work and the mediating role of psychological capital in this relationship. The findings of the present study offer significant contributions to the organizational behavior literature by elucidating the mechanism through which inclusive leadership fosters a sense of meaningful work. Also the study provides a clear theoretical foundation for building inclusive work environments. These environments are essential for the ‘green transition’ in today’s business world. While most studies focus on technical changes for sustainability, the present study highlights the human side. The findings indicated that inclusive leadership helped employees develop the psychological resources they need to support green goals. By fostering a sense of ‘green meaningful work’, inclusive leaders help organizations move toward long-term environmental and social sustainability. Moreover, prior research has demonstrated that meaningful work is a fundamental factor that positively influences individuals’ well-being, motivation, and performance (Bailey et al., 2019; Steger et al., 2012), The results demonstrated that inclusive leadership served as a critical organizational catalyst. By prioritizing openness, accessibility, and availability, inclusive leaders create an environment where employees feel uniquely valued, thereby elevating their perception of work as a purposeful endeavor rather than a mere contractual obligation.
However, organizational factors that may strengthen the perception of meaningful work—particularly in the context of leadership styles—have been relatively under-explored. Therefore, the insufficient attention given to inclusive leadership represents one of the primary reasons for conducting the present study. Moreover, inclusive leadership is considered a factor that enhances perceptions of meaningful work and contributes to the development of employees’ psychological capital. Accordingly, the mediating role of psychological capital in the relationship between inclusive leadership and meaningful work was also considered in the present study.
The present study bridges a gap in the literature by identifying psychological capital as a key psychological bridge. The support of H1 and H2, and partial support for H3, suggests that inclusive leadership does not just impact job outcomes directly. It fundamentally strengthens the employee’s internal resources (hope, efficacy, resilience, and optimism). The partial support for H3 suggests that while psychological capital is a potent mediator, the relationship between inclusive leadership and meaningful work is complex. This indicates that inclusive leadership may also influence meaningfulness through other channels—such as organizational justice or belongingness—providing a foundation for future multidimensional research.
More specifically, the findings showed that inclusive leadership positively and directly predicted employees’ perception of meaningful work, supporting H1. Inclusive leaders’ fair, transparent, and supportive communication style helps employees feel valued and increases their enjoyment of work (Randel, 2025; Shafaei & Nejati, 2024). Similarly, perceptions of inclusive leadership also positively influenced employees’ psychological capital. The support provided by inclusive leaders, their appreciation of employees, and their tolerant attitude toward mistakes fosters a sense of self-efficacy, optimism, hope, and resilience among employees (Ain et al., 2023). As expected, this finding confirmed the positive effect of inclusive leadership on psychological capital, supporting H2.
Psychological capital was found to partially mediate the relationship between inclusive leadership and meaningful work (H3). Individuals with low levels of self-efficacy may be more vulnerable to difficulties and more likely to experience hopelessness about the future. However, developing psychological capital fosters a more constructive and optimistic attitude in life and at work (Wang et al., 2019). This positive mindset, in turn, leads employees to perceive their work as more meaningful and to evaluate its significance more highly (Paterson et al., 2014).
The results of the present study indicated that inclusive leadership appeared to influence the perception of meaningful work both directly and indirectly through the mediation of psychological capital. By exhibiting openness, accessibility, and availability, inclusive leaders actively signal that they value their employees’ unique contributions. Moreover, the findings suggest that inclusive leadership serves as an external catalyst that strengthens internal psychological resources—namely hope, self-efficacy, resilience, and optimism (Roberson & Perry, 2022). These enhanced resources, in turn, empower employees to find deeper meaning in their professional roles. The fact that the direct effect of inclusive leadership remained significant despite the inclusion of psychological capital as a mediator (leading to partial support for H3) is particularly noteworthy.
This present study offers original contributions to organizational psychology literature by exploring the relationships between inclusive leadership, psychological capital, and meaningful work. Inclusive leadership strengthens employees’ psychological resources by fulfilling the three basic needs identified in self-determination theory — autonomy, relatedness, and competence — thereby making meaningful work more salient (Xia et al., 2022).
The research findings can be interpreted within the frameworks of self-determination theory (Ryan & Deci, 2000), social exchange theory (Cropanzano & Mitchell, 2005), and the job characteristics model (Oldham & Hackman, 2010). According to self-determination theory, the fulfillment of three core psychological needs—autonomy, competence, and relatedness—is essential for intrinsic motivation and well-being. The results of the present study suggest that inclusive leadership serves as a critical antecedent to the satisfaction of these needs. Inclusive leadership supports satisfying these needs by involving employees in decision-making, recognizing their achievements, and fostering trust-based relationships (Javed et al., 2019). Consequently, the positive impact of inclusive leadership on meaningful work can be explained by the leader’s role in creating an environment where these fundamental needs are met. When employees feel recognized and psychologically supported, they are more likely to perceive their work as purposeful and significant. This finding underscores that meaningful work is not only an individual perception but also an outcome of supportive leadership practices that validate the employee’s self-worth.
According to social exchange theory (Cropanzano & Mitchell, 2005) which is grounded in the principle of reciprocity in leader-member relationships, the support and value provided by inclusive leaders help employees develop psychological capital and, in turn, perceive their work as more meaningful (Umrani et al., 2024). Social exchange theory posits that employees tend to reciprocate the support and fair treatment they receive from their leaders with greater effort and more positive attitudes. By enhancing employees’ psychological capital, inclusive leadership activates this reciprocity cycle and thereby indirectly strengthens perceptions of meaningful work.
The job characteristics model explains how the use of diverse skills and abilities, completing tasks from start to finish, and the perceived impact of an individual’s work on others contribute to the meaningfulness of work (Bakker & Demerouti, 2024). Therefore, this model offers a valuable framework for understanding how work becomes more meaningful. Inclusive leaders exhibit behaviors that support various job characteristics directly influencing employees’ work experiences (Zhang & Zhao, 2021). They recognize and nurture employees’ diverse talents and assign tasks that allow for meaningful contributions. Rather than fragmenting tasks, inclusive leaders promote holistic involvement by assigning responsibilities that employees can take full ownership of. Inclusive leaders foster a stronger sense of purpose and meaning by helping employees see the broader impact of their work on the organization and on others (Shafaei & Nejati, 2024).
From the perspective of the job characteristics model, inclusive leaders contribute to the perception of meaningful work by providing tasks that allow employees to utilize a range of skills and engage in complete and coherent work activities. Inclusive leadership could promote a sense of task ownership and help employees understand how their work is connected to broader organizational goals, ultimately fostering a more profound and more holistic sense of purpose in their work.
These findings suggest that social exchange mechanisms operate through tangible rewards and psychological resources, thereby expanding the theoretical framework. In this regard, the present study contributes holistically and multidimensionally to the organizational behavior literature by showing that leadership behaviors appear to be associated with both performance and human-centered outcomes, such as psychological resources and perceptions of meaningful work.
In the context of Türkiye, where paternalistic leadership is prevalent and influential (Yıkılmaz & Sağbaş, 2022), employees tend to respond positively to leaders who combine protective, supportive, and, when necessary, authoritarian behaviors. In collectivist cultures such as Türkiye (Bellibaş et al., 2024), leadership styles that reflect authority figures are often considered adequate (Cuhadar & Rudnák, 2022). However, the findings suggest that inclusive leadership — which emphasizes employee involvement, open communication, and trust-based relationships — can also contribute to perceptions of meaningful work by fostering feelings of peace, hope, and resilience in the workplace (Hundschell et al., 2025). This indicates that while traditional models persist, there is an increasing receptivity to inclusive practices. Therefore, cultivating inclusive leadership skills among managers should be a strategic priority in Türkiye and similar cultural contexts to meet the evolving psychological needs of the modern workforce.
Practical Implications
The findings of the present study offer several practical suggestions for managers and HR professionals, especially in the service sector. First, companies should provide inclusive leadership training that goes beyond technical skills. Managers need to learn how to value employee ideas, respect different perspectives, and be easily reachable through an ‘open-door’ policy. Second, because psychological capital can be developed, organizations should offer ‘resilience workshops’ to help staff handle high stress. Third, managers should help employees find meaning in their work by showing how their daily tasks help customers and contribute to the company’s bigger goals. Additionally, creating a safe environment where employees can learn from mistakes without fear encourages them to take more responsibility and find creative solutions. Finally, recruitment processes should be updated to look for both technical skills and the ability to adapt to a supportive and inclusive work culture.
Limitations and Directions for Future Research
Despite its contributions, the present study has several limitations that should be acknowledged First, the sample size is modest, and data were collected from employees in various sectors using a convenience sampling method, which restricts the generalizability of the findings. While this approach offers a broad initial perspective, it restricts the external validity and generalizability of the findings to specific industries or larger populations. Future research should include larger, more representative, or sector-specific samples to validate the robustness of these relationships across different organizational environments. Second, self-report measures may have introduced potential biases such as social desirability. Moreover, the study was conducted within a single cultural context, limiting the possibility of cross-cultural comparisons. Conducting the present study solely in Türkiye limits the cross-cultural generalizability of the results. While providing insights into collectivist and paternalistic dynamics, the findings may differ in individualistic or Western contexts. Future research should include comparative studies to test the boundary conditions of the proposed model across diverse cultural settings. Finally, the study design was cross-sectional. Therefore, causality between any of the studied variables could not be determined.
Despite findings that authoritarian leadership styles are often effective in Türkiye (Korkmaz, 2023), the increasing prevalence of technology and the emergence of new generations of employees who favor flexible and democratic leadership approaches (Yea et al., 2024) highlight the growing relevance of inclusive leadership. Therefore, future research should investigate the impact of inclusive leadership further, particularly in comparison with other leadership styles within the Turkish context. Moreover, a more comprehensive (e.g., longitudinal) and cross-cultural approach should be adopted to examine other individual and organizational factors influencing perceptions of meaningful work, such as working conditions, perceived social contribution, relationships with colleagues, and personal values. Such research may provide a deeper understanding of meaningful work and provide insights regarding causality between the studied variables.
Conclusion
The present study identified inclusive leadership as a critical leadership style that positively influences employees’ psychological capital and perception of meaningful work. The results provide empirical evidence that in the cultural context of Türkiye, inclusive leadership acts as an organizational catalyst, fostering meaningfulness both directly and indirectly through the strengthening of internal psychological resources. These findings offer a robust foundation for organizations to prioritize inclusive practices as a strategic tool for building a resilient and purpose-driven workforce.
Footnotes
Acknowledgments
The authors would like to thank the participants.
Ethical Considerations
Ethical approval for the study was received from the first author’s university ethical board before the recruitment of the participants, and complied with the Helsinki Declaration.
Funding
The authors received no financial support for the research, authorship, and/or publication of this paper.
Declaration of conflicting interests
The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this paper.
Data Availability Statement
The dataset generated during and analysed during the present study are available from the corresponding author upon reasonable request.