Does inclusive leadership mitigate employees’ turnover intention in the hospitality industry: a moderated sequential mediation model

Purpose This paper aims to examine the relationship between inclusive leadership and employee turnover intention by identifying job embeddedness and work engagement as mediators and person−organization value congruence as a moderator. Design/methodology/approach The data were collected from 491 full-time employees working in restaurants in China to test the study hypotheses using PLS-SEM (structural equation modeling). Findings The study’s findings show that inclusive leadership negatively affects employee turnover intention. The results support sequential mediating roles (three mediating pathways) of job embeddedness and work engagement in the relationship between inclusive leadership and employee turnover intention. Besides, the findings show that person−organization value congruence moderates the relationship between inclusive leadership and job embeddedness, subsequently increasing employee work engagement and reducing turnover intention. Originality/value This study contributes to the literature by illuminating how inclusive leadership affects turnover intention based on SET. The novel integration of job embeddedness and employee engagement as mediators, combined with the moderating role of person−organization value congruence, proposes new insights into the retention strategies of restaurant employees. The interaction effect of inclusive leadership and a person’s congruence values can reduce employee turnover in the restaurant industry. There are significant theoretical and practical implications, as well as insightful suggestions for the hospitality industry on improving inclusive leadership skills that can reduce employee turnover intention.