Main Article Content
In the new economic environment represented by mobile interconnection, big data and artificial intelligence, with the new generation of knowledge workers as the main body, enterprises are gradually presenting new features such as human resources diversification, cultural differentiation and demand diversification. The composition and deep diversity of employees in the enterprises’ organizations are increasingly more prominent. Therefore, it is a new topic to study regarding whether inclusive leadership can adapt to the leadership roles and have an influence on the turnover tendency in the development of knowledge-based enterprises.
This study, by using the example of an asset appraisal firm in Beijing, innovatively proposed a model of inclusive leadership for corporate teams. The measurement tool of this model is a scale proposed by Mobley, Rieckhoff & Voigt (1977) that mainly measures the change of employees’ impressions of the company, the idea of leaving the job, the behavior when seeking another job and the possibility of finding a job. It reveals a negative correlation between inclusive leadership and employee turnover in partnerships. Secondly, in terms of the theoretical and empirical aspects, it proves the applicability of the partnership enterprises with inclusive leadership in the Chinese context and lays a foundation for the empirical research of more inclusive leaders in the future.
This study confirms the applicability of inclusive leadership in partnerships in China and provides reference for the improvement of partner leadership in model companies and other partnerships. It also provides recommendations for companies to effectively reduce employee turnover.
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