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Abstract This study uses a sample of 239 employees in southern Jiangsu province, taking loyalty to supervisor as mediating variable and power distance as moderating variable to conduct the theoretical model of inclusive leadership and employee work engagement. Results show that inclusive leadership has a significantly positive impact on employee work engagement, and loyalty to supervisor mediates inclusive leadership’s influence on employee work engagement. Power distance moderates the relationship between inclusive leadership and employee work engagement, such that the positive relationship is stronger for employees with higher power distance.
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Received: 26 September 2016
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2017, Vol. 14 
