Fostering Mattering: A Qualitative Exploration of Leadership Communication in Collectivist East Asian Organizations

Theoretical Foundation of Mattering

Mattering is a psychological construct that reflects the perception of being important and valued by others. Initially conceptualized by Rosenberg and McCullough (1981), it encompasses the feeling that one’s existence is acknowledged and appreciated by others, forming a fundamental component of self-esteem and identity. The concept generally comprises three key components: awareness, importance, and reliance. Awareness pertains to being noticed and not feeling invisible; importance entails being cared for and regarded as significant; and reliance reflects the extent to which others depend on an individual, reinforcing their sense of meaningful contribution (Elliott et al., 2004). Sarason (1988) emphasized that the need to matter is universal, asserting that individuals are inherently driven to connect with broader social networks that fulfill desires for closeness, inclusion, purpose, and belonging.

From a psychological perspective, the concept of mattering is fundamental to overall well-being and mental health. It aligns closely with Self-Determination Theory (SDT), which posits that fulfilling basic psychological needs such as autonomy, competence, and relatedness, is essential for fostering motivation and psychological well-being (Ryan & Deci, 2017). Feelings of being valued enhance perceived relatedness, efficacy supports competence, and autonomy enables authentic self-expression, thereby reinforcing one’s sense of mattering. Thus, satisfaction of these needs can facilitate mattering and, in turn, promote both well-being and intrinsic motivation.

Although mattering holds universal significance, its expression and interpretation vary across cultural contexts. Originally framed within Western psychological paradigms, the construct assumes a more relational and context-sensitive form in collectivist cultures shaped by Confucian values. In such settings, mattering is often communicated indirectly through entrusted responsibilities, inclusion in group decisions, or implicit trust from superiors (Zhao & Roper, 2011). This contrasts with individualistic cultures, which tend to emphasize direct praise and explicit recognition of personal achievements.

It is also crucial to distinguish mattering from related constructs. While belongingness emphasizes inclusion within a group and psychological safety involves the freedom to express oneself without fear of interpersonal risk, mattering uniquely captures the sense of making a meaningful difference in others’ lives and being relied upon (Flett, 2018). Additionally, social recognition may involve external or performative validation (e.g., praise or rewards), whereas mattering reflects deeper, more enduring perceptions of interpersonal significance. Particularly in East Asian contexts, where relational duty and social harmony are emphasized, mattering may be subtly expressed but remains psychologically impactful.

These distinctions are especially salient in East Asian workplaces shaped by Confucian traditions, which prioritize hierarchy, role-based obligations, and collective well-being (Sleziak, 2014). In such contexts, mattering is expressed less through individual affirmation and more through mutual responsibility, long-term relational commitment, and deference to authority. These culturally embedded forms differ markedly from Western expressions of mattering and underscore the need to contextualize the construct beyond its Western origins.

Mattering in the Organizational Context

Mattering plays a vital role in strengthening relatedness by fostering feelings of connection and being valued within social and occupational contexts. Walton and Wilson (2018) highlights the significance of social connectedness, arguing that individuals who feel they matter tend to demonstrate higher levels of motivation, satisfaction, and resilience. This emphasizes mattering’s foundational role in supporting psychological well-being and workplace functioning.

In organizational settings, mattering is a key determinant of employee well-being, motivation, and job satisfaction (Rosenberg & McCullough, 1981). Employees who perceive that their contributions are recognized and valued develop a stronger sense of belonging, which directly enhances work engagement and overall psychological well-being (Rayle, 2006). Unlike general psychological perspectives on mattering, organizational mattering is directly tied to professional identity, job satisfaction, and retention (Flett, 2018). Research indicates that employees who feel valued demonstrate greater job commitment, adaptability, and alignment with organizational goals (Jung & Heppner, 2017; Kurtessis et al., 2017; Reece et al., 2021). Furthermore, high perceptions of mattering in the workplace are associated with lower burnout rates and decreased turnover intentions, reinforcing its protective role against job-related stress (Haizlip et al., 2020; Jung & Heppner, 2017).

Beyond individual benefits, mattering strengthens team cohesion and workplace relationships (Prilleltensky, 2016). When employees feel acknowledged and respected, they show greater collaboration and trust, cultivating a culture of recognition and accountability that maintains motivation and performance (Worline & Dutton, 2017). Fair and respectful interactions reinforce employees’ sense of worth and inclusion, promoting a more cooperative environment (Liao & Rupp, 2005). Feeling valued also encourages proactive contributions, driving innovation and effective problem-solving (Prilleltensky, 2016).

At the organizational level, mattering is a key driver of positive outcomes, including higher productivity, increased profitability, and improved workplace safety (Harter et al., 2013). Organizations that foster a culture of mattering report lower turnover and higher morale, reducing stress-related disengagement (Haizlip et al., 2020). When employees feel secure and valued, they engage more actively in safety practices, enhancing organizational safety (Jiang & Probst, 2016). Such workplaces also report lower absenteeism and greater discretionary effort, reinforcing the link between feeling valued and strong organizational performance (Prilleltensky, 2016).

Leadership in Fostering Mattering

Leadership is central to cultivating a culture of mattering, as leaders directly influence employees’ emotional experiences, well-being, job satisfaction, and commitment through empathetic and supportive behaviors (Hanaysha, 2022; Kock et al., 2019; Presbitero et al., 2025). Leaders who emphasize the value of employees’ contributions and actively work to eliminate “anti-mattering” behaviors such as neglect or dismissiveness help cultivate an environment that promotes resilience and positivity (Flett, 2018; Jung & Heppner, 2017).

Humanistic management offices a values-based framework for fostering mattering by prioritizing dignity, autonomy, and well-being over purely economic outcomes (Lawrence & Pirson, 2015; M. Pirson, 2019). Leaders who align employee well-being with organizational goals enhance intrinsic motivation and connection, creating environments where individuals feel both valued and central to their teams (Shabir & Muazzam, 2024). Unlike traditional economically driven approaches, humanistic management recognizes employees as whole individuals, acknowledging the moral and spiritual dimensions of their contributions (Matheson et al., 2021). Integrating humanistic values enhances engagement and cultivates loyalty, cohesion, and resilience (Saleem et al., 2020; Sattar et al., 2020).

Dutton (2003) introduces the concept of “high-quality connections,” characterized by mutual respect, positive regard, and energy. These interactions promote mutual appreciation and enhance employee well-being, cooperation, and organizational attachment. Expanding on this, Stephens et al. (2011) highlight “positive regard” and “felt mutuality” as core elements that foster mattering in workplace relationships.

Ultimately, leaders who integrate mattering into organizational strategies build more resilient and sustainable workplaces (Harter et al., 2013). Through intentional communication and relationship-building, they create cultures where employees feel valued, empowered, and motivated to contribute meaningfully.

Communication Strategies in the Asian Context for Promoting Mattering

Leadership functions as the cornerstone of a culture that fosters mattering, with communication serving as a critical mechanism for reinforcing this environment. Strategic and intentional communication not only enhances organizational cohesion but also strengthens employees’ sense of belonging and value (M. A. Pirson & Lawrence, 2010). Leaders who emphasize inclusive dialogue, constructive feedback, psychological safety, and empathetic engagement cultivate an environment where employees feel heard, recognized, and valued.

In East Asia, communication strategies reflect Confucian values emphasizing harmony, respect, and hierarchical order (Sleziak, 2014). Across countries like China and Korea, communication is often implicit and indirect to preserve face and maintain social stability. Leaders emphasize carefully crafted dialogue and active listening rather than direct confrontation.

Psychological safety, defined as an environment where employees feel free to express ideas without fear of negative consequences, is a crucial element in fostering mattering (Edmondson, 2018). Leaders who intentionally cultivate psychological safety create spaces where employees feel comfortable sharing ideas and concerns, thereby reinforcing a culture of openness, trust, and inclusion (Edmondson & Lei, 2014; Nguyen, 2021). In high-context, hierarchical cultures, leaders must proactively invite participation and ensure that status differences do not hinder employee voice.

Moreover, empathetic and inclusive communication further reinforces mattering by demonstrating leaders’ genuine concern for employees’ well-being. When leaders actively listen and respond with support, they foster trust, enhance job satisfaction, and strengthen employees’ emotional connection to the organization (Humphrey, 2014; Men & Yue, 2019; Mumtaz & Rowley, 2020). For example, Tao et al. (2021) found that motivational language during the COVID-19 crisis boosted engagement, while Chung (2024) highlights how nonverbal support positively impacts morale in East Asian contexts.

To cultivate inclusivity, leaders must amplify diverse voices, acknowledge individual contributions, and embed constructive feedback into daily interactions (Nishii, 2013; Shore et al., 2018). Face-to-face communication remains culturally significant in many Asian workplaces, serving as a vital channel for building rapport, understanding needs, and sustaining team motivation.

Grounded in inclusivity, psychological safety, and empathy, these strategies resonate with collectivist cultures that value group harmony and mutual respect (Hofstede, 2001; Pae, 2020; Yum, 2022). Leaders who adopt these approaches strengthen both mattering and organizational cohesion, fostering cultures that balance collective harmony with individual recognition.

Methods

This study employed a qualitative approach to investigate organizational mattering among Chinese and Korean managers, enabling an in-depth understanding of their lived experiences, perceptions, and culturally embedded practices.

Given that organizational mattering is a subjective and socially constructed phenomenon (Jung & Heppner, 2017), qualitative methods offer the flexibility to capture the nuanced dynamics of managerial recognition, empowerment strategies, and their cultural context. Although the sample was small, qualitative research prioritizes depth over breadth (Roy et al., 2015). The study yielded detailed insights into how leadership communication and recognition practices differ across organizational settings, illustrating how they foster a sense of mattering in East Asian workplaces.

Participants

This study involved 12 mid-level managers—six from Korea and six from China—across industries including manufacturing, finance, retail, IT, and hospitality. Participants were purposively selected based on their central role in implementing organizational strategies and promoting employee mattering. Eligibility criteria included a minimum of 5 years’ managerial experience, active involvement in employee development and workplace culture, and at least a bachelor’s degree. The participants, aged 35 to 60, comprised seven men and five women. This selection criterion ensured that participants could offer meaningful insights into the role of leadership in fostering mattering within East Asian workplaces.

The cross-cultural diversity of participants enhances the applicability of findings across different industries and organizational structures. By deeply engaging with each participant’s perceptions and stories, the study aimed to provide rich interpretive insights relatable and transferable to similar collectivist workplace environments in East Asia.

Data Collection

Semistructured interviews were the primary data collection method, allowing for an in-depth exploration of participants’ perceptions and experiences while maintaining flexibility for probing emerging themes. Each interview lasted between 60 and 90 minutes, providing sufficient time to ensure that essential topics that included leadership communication, recognition practices, and managerial challenges were systematically addressed while allowing participants to articulate their perspectives freely. The sample questions are listed as follows:

Data Analysis

Upon transcription, each interview was rigorously reviewed for accuracy and completeness, with participant identifiers anonymized to maintain confidentiality. Thematic analysis was employed, following the six-phase framework outlined by Braun and Clarke (2006).

A hybrid coding approach was adopted: deductive coding was guided by existing theoretical frameworks on mattering, Confucian collectivism, and leadership communication (Castleberry & Nolen, 2018); concurrently, inductive coding captured new and unanticipated patterns that emerged from the participants’ narratives. Initial codes were generated manually by the two primary researchers, then clustered into broader thematic categories through iterative review and discussion. To enhance analytical rigor, the two researchers independently reviewed the transcripts and engaged in peer debriefing sessions to discuss coding consistency and theme development. Discrepancies were discussed until consensus was reached, ensuring a reliable and reflexive coding process. For cross-cultural comparison, data were first analyzed within each cultural group—Chinese and Korean—to identify context-specific themes. Subsequently, a comparative analysis was conducted to examine similarities and differences across cultural contexts.

Mindful Communication as a Catalyst for Relatedness

Participants from both groups frequently referred to mindful communication as an important element in building a sense of mattering within their teams. Both formal and informal exchanges were described as helping to foster environments where employees could feel acknowledged and included. Among Chinese participants, there was a particular emphasis on the value of face-to-face communication, with attention to nonverbal cues playing a central role in affirming employees’ sense of group membership. For example, one Chinese manager noted:

Yes, this is very evident in my observations when we communicate. Employee engagement and enthusiasm are directly related to how communication happens. Just a simple smile can greatly help the conversation and I think it should happen formally and informally. We feel we are valued when communication is carefully crafted. . .even with just a smile and a nod. (CP4)

Among the Korean managers, emphasis shifted slightly toward open and transparent communication, especially in interactions with younger, more individualistic employees. Several participants highlighted the importance of adapting communication to the preferences of the Gen Z workforce, recognizing that younger employees tend to appreciate more direct and inclusive styles. As two Korean participants reflected:

There are no specific programs or clear communication protocols on mattering in our company, but I believe it is naturally practiced by the majority of the people working here by both verbal and nonverbal ways. We try hard to make sure communication flows in a transparent manner. I think this is a huge part of mattering. (KP5)

Working with the younger generation who are more individualistic and direct, I always try to make sure everyone is included and information is shared openly so they don’t feel left out. I often treat them with coffee or write encouraging notes for them. . . . I think by sitting with them but staying silent really helps initiate positive communication. (KP2)

This highlights the managers’ effort to maintain open lines of communication, even sometimes without formal structures in place. The Korean managers also recognized the need to adapt communication methods to suit diverse employee preferences, particularly with younger, Gen Z employees, who demand more direct and inclusive communication. Despite the challenge, the majority of the participants, both Chinese and Korean, agreed that culturally sensitive communication fosters a sense of belonging. The familiar cultural practice of saying less and listening more attentively ensures that all employees, regardless of age or position, feel heard and respected within the organization. Mindful communication practices were consistently highlighted as essential for cultivating trust and reinforcing a sense of belonging among employees in both contexts.

These accounts suggest that while formal policies may be lacking, many managers attempt to foster a culture of openness and recognition through everyday acts of communication. Managers in both contexts also referred to culturally sensitive ways of “saying less and listening more” as a way of demonstrating attentiveness and respect, an approach that may contribute to employees’ sense of belonging.

Employee Empowerment Through Participatory Communication

Within the interview data, empowerment surfaced as a recurring theme associated with inclusive communication practices, though the ways in which it was expressed appeared to differ somewhat between Chinese and Korean participants. These reflections suggest that participatory communication may play a role in fostering employee empowerment, but the mechanisms and interpretations of this process remain culturally nuanced and context-dependent.

Among Korean managers, empowerment was often discussed in relation to employee autonomy and engagement with meaningful work. Several participants described the importance of involving employees in decision-making processes and ensuring that individual roles were aligned with broader organizational objectives. One participant reflected on how communication contributes to well-being and, by extension, to employees’ sense of mattering:

I think mattering is strongly related to well-being. And well-being starts with open, participatory communication. I feel comfortable and content working at my company because I feel like my work is valued. I strongly feel valued when I have ample opportunity to speak up and participate. So, I try to treat my subordinates the same way . . . uh, let them participate and communicate actively. . . . By doing so, we strive to balance work achievement and personal emotion . . . this is mattering, right? (KP1)

Situated within specific organizational and cultural contexts, this narrative illustrates an important perspective on how communicative inclusion might foster empowerment. Empowering employees by involving them in decision making and providing opportunities to participate was seen as a way to enhance relatedness that positively drives personal and organizational success.

Chinese managers tended to frame empowerment in terms of environmental and structural support. Their comments emphasized the importance of cultivating a workplace culture where employees feel included, valued, and aligned with organizational goals. Initiatives such as recognition programs, opportunities for professional growth, and shared cultural events were mentioned as ways to create a sense of belonging and long-term engagement. As one participant observed,

Creating a safe and inclusive environment is the first thing companies should pay attention to. We need to feel included in order to feel valued. Inclusive environment and company culture are crucial in promoting organizational mattering. (CP1)

These differing emphases on individual participation in Korea and environmental support in China may reflect variations in how empowerment is understood and enacted in different collectivist societies. Nevertheless, both groups described participatory communication as an important, if sometimes aspirational, strategy for encouraging employee voice, motivation, and alignment with organizational values.

Several participants also acknowledged the ongoing challenges involved in meeting the diverse needs of a changing workforce. One Korean manager expressed the need to continuously adapt communication styles to create a respectful and inclusive climate:

Though it is not easy, I try to treat my colleagues and subordinates in a way that makes them feel respected individually and collectively. To encourage their participation in difficult or sensitive communication, I employ different communicative styles and methods, but make sure they feel appreciated. I think most of us do. (KP3)

In the context of Confucian collectivist values, empowerment may not always be framed in terms of individual agency alone. Rather, it often reflects a balance between personal contribution and group cohesion, with continued respect for hierarchical norms. This tension was apparent in participants’ tendency to express ideas of individual value in conjunction with team identity, frequently shifting between “I” and “we” in their accounts.

In sum, participatory communication emerged as a vital strategy for fostering empowerment, driving employee engagement, and ensuring alignment between personal and organizational success. By integrating inclusive and participatory practices, managers in both Chinese and Korean contexts reinforced the significance of mattering in achieving sustainable organizational growth.

Culturally Embedded Communication Practices

Participant accounts in this study pointed to culturally embedded communication practices shaped by Confucian and collectivist values, which appeared to influence how mattering is expressed and experienced in the workplace. These practices often emphasized respect for hierarchy, relational harmony, and a balance between individual and group recognition. Among Chinese managers, there was a notable emphasis on respectful and group-oriented communication. Several participants described the use of public recognition as a way to reinforce both individual and collective achievements. For example, one participant recounted:

For me, I think company showed caring when they praised my team’s job in front of important visitors. We all felt motivated and respected. (CP3)

The majority of the Chinese participants stated that public praise in front of peers and superiors not only honors the individual but also strengthens the group’s overall success. All six Chinese participants remarked that such recognition boosts morale, which leads to success in meeting company goals emphasizing the collective benefit of recognizing individuals. The following statements by the participants explain how strongly they believed this to be crucial:

The moment of standing on the podium as a team or being praised is an experience filled with a sense of honor and accomplishment. I feel motivated and valued. I believe my team feel the same way. (CP5)

When I received public praise and recognition from the team after a successful project, I felt like I was a great asset to the company. So, yes, like I belong to this group, our company. (CP6)

Korean managers, on the other hand, generally favored more private approaches. While they still valued recognition, they preferred private thank-yous and tailored feedback that acknowledged their individual contributions that enhance team performance. They also tended to reward their subordinates the same way by individually and privately praising them when needed. This approach reflects the unique Koreanized Confucian principle of respect for the individual within the collective framework. Korean participants shared,

Many of my team members feel they are valued not only when they are praised or receive support as a group. They clearly are also motivated by individual rewards and kind words. (KP4)

For me, just the feeling of respect coming from colleagues and bosses boosts my motivation. So . . . those nonverbal cues like a nod with a smile, a light tap on the shoulders mean so much to me. Many times, a subtle nonverbal communication means so much; like a smile, a nod, a gentle bow. I believe this is normal behavior in the Korean society that we unconsciously practice in most situations. (KP2)

These reflections suggest that, in the Korean context, mattering may be communicated through more individualized and relationally attuned means. Such practices may reflect a culturally embedded approach to leadership and recognition that balances collective harmony with personal dignity—a hallmark of Koreanized Confucian traditions.

Across both cultural settings, participants’ responses suggested that culturally congruent communication strategies whether public or private may contribute to employees feeling acknowledged, respected, and connected. However, the ways in which these practices are enacted and interpreted appear to differ across contexts, influenced by societal values, generational expectations, and organizational norms.

Taken together, the insights gathered in this study suggest that communication practices tied to cultural values may serve as important, though contextually variable, means for fostering organizational mattering in East Asian workplaces. While the data are limited and interpretive by nature, they highlight the possible significance of mindful and culturally sensitive communication in building trust, inclusion, and engagement. These findings contribute to a growing understanding of how leadership communication might support a sense of mattering, particularly in collectivist environments where interpersonal harmony and mutual respect are key to organizational cohesion.

Cultural Influences on Mattering in East Asian Workplaces

Chinese managers’ emphasis on public recognition aligns with Confucian values that prioritize group harmony and relational cohesion (Shanklin & Santoro, 2021). This collective approach underscores mattering by embedding individual accomplishments within a larger social context, thus reinforcing the individual’s significance to the group (Rosenberg & McCullough, 1981). However, while collective acknowledgment can boost morale, it may risk limiting recognition of individual talents, which are increasingly valued in modern workplaces for innovation and personal growth (Ma & Tsui, 2015). This challenge reflects a tension between traditional values and evolving workforce expectations, suggesting that adaptations may be needed to balance group recognition with individual empowerment in contemporary settings.

Korean managers favored a more private, individualized approach to acknowledgment, which accords with Confucian principles but respects individual contributions within the collective framework (Mitu, 2015). This approach reflects a nuanced adaptation of mattering practices, enabling managers to balance group cohesion with personal validation. Koreanized Confucianism adapts to modern values to accommodate individual aspirations and more open communication styles, especially among younger generations. This approach maintains a balance between upholding the group’s harmony and valuing individual achievements. While the collective good is prioritized, Koreanized Confucian values also allow for personalized acknowledgment, showing respect for each person’s unique role and efforts (Mitu, 2015).

In both cases, managers demonstrated cultural sensitivity by aligning their recognition practices with cultural norms widely accepted in their own context. These distinctions in recognition underscore the need for culturally adaptive mattering practices that respect both individual and collective values (Campion & Wang, 2019; Vandermeersch, 2023).

Fostering Belongingness Through Mindful Communication

The data highlight the critical role of mindful communication emphasizing the importance of carefully crafted verbal and nonverbal dialogues in these two Confucian-driven contexts. Both Chinese and Korean managers emphasized mindful communication practices to ensure that employees felt valued and engaged, reflecting the need for culturally sensitive strategies such as largely relying on small yet meaningful nonverbal acknowledgments. This aligns with Janiukštis et al.’s (2024) study claiming that a positive communication backed up by cultural norms significantly enhances employee well-being. Additionally, Nordin (2013) emphasized that supportive communication climates are essential for reducing workplace tensions and promoting trust, critical for maintaining employee satisfaction and retention across cultural boundaries.

As Generation Z enters the workplace, they bring distinct communication preferences including a stronger demand for transparency, digital-first interactions, individualism, and inclusivity (Dolot, 2018; Schroth, 2019). Recognizing these values, Korean managers are adjusting their communication strategies to resonate with Generation Z’s expectations, ensuring that interactions are both authentic and aligned with the digital fluency characteristic of this generation. These adaptations suggest that mindful communication is not a static practice but one that evolves with generational values and technological advancements. While the study highlights this shift within Korean contexts, Chinese managers may consider similar adjustments to meet the preferences of a younger, digitally native workforce. Thus, mindful communication, particularly when adapted to cultural and generational needs, emerges as a foundational strategy for enhancing mattering across diverse workforces.

Empowerment and Psychological Well-Being

While both Korean and Chinese communication approaches foster organizational mattering, they do so by following culturally distinct pathways that align empowerment with either individual agency or collective belonging. Data show that in the Korean context, managers emphasize individual achievements and self-efficacy as central to aligning individual and organizational goals, fostering engagement and a sense of mattering rooted in personal agency (Mitu, 2015). The study found that leaders’ willingness and encouragement on participatory communication boost engagement and well-being. This is strongly in line with Park et al.’s (2017) claim that leadership practices that encourage employees’ willingness to communicate improve psychological capital, thereby improving their perception of organizational well-being. The qualitative data also reflect SDT (Deci & Ryan, 2008), which posits that self-directed roles increase intrinsic motivation and job satisfaction reinforcing employees’ sense of significance and self-worth—critical components of mattering (Oliver et al., 2008). By valuing individual achievement, Korean managers help employees feel like essential contributors to organizational success, fostering mattering through individual agency within the collectivist framework. Thus, managers promote interpersonal mattering that positively transits to collective mattering.

Though coming from similar Confucian cultural background, Chinese managers largely emphasized collective harmony and supportive inclusion, cultivating an environment where employees feel valued through relational belonging. Lyu (2020) explains that Confucian values such as loyalty, harmony, and collective achievement guide this approach, emphasizing a communal sense of mattering. Here, empowerment is derived less from individual achievements and more from shared purpose and psychological safety, wherein employees perceive their roles as integral to a cohesive, loyal collective. Khanh (2023) supports this, demonstrating that supportive environments enhance well-being, particularly when paired with manageable time demands, thereby promoting security and organizational loyalty. This approach fosters mattering not by highlighting individual contributions but by valuing employees’ roles in supporting group cohesion.

Further illustrating this distinction, Hameli et al. (2025) elaborate that psychological empowerment can be achieved through autonomy or collective support depending on the cultural context. In Korea, empowerment through individual performance and recognition align mattering with individual accomplishments, reinforcing self-efficacy and personal significance, which contribute to the collective company goal. Conversely, Chinese managers foster mattering by emphasizing harmonious inclusion, where employees feel their contributions strengthen the collective. This distinction highlights that while both approaches cultivate a sense of mattering, they do so by aligning empowerment with culturally rooted values, shaping how employees perceive their significance within the organization.