Inclusive leadership and turnover intention: the role of follower–leader goal congruence and organizational commitment

Purpose Using a dual-lens of leader–member exchange (LMX) and social exchange theory (SET), this study aims to propose a conceptual model that explores the nexus between inclusive leadership and turnover intention as mediated by follower–leader goal congruence and organizational commitment. Design/methodology/approach Data were collected via a survey questionnaire from a sample of 322 front line employees working in different banks in Pakistan. The structural equational modeling (SEM) technique was used for hypotheses testing. Findings Findings of the study show that inclusive leadership has a positive influence on follower–leader goal congruence which in turn has a positive influence on organizational commitment. Further, organizational commitment has a negative influence on turnover intention. Additionally, the results lend support to the mediating effects of follower–leader goal congruence on the relationship between inclusive leadership and organizational commitment, and the mediating effect of organizational commitment on the relationship between follower–leader goal congruence and turnover intention. Research limitations/implications This research extends the literature on inclusive leadership, follower–leader goal congruence, organizational commitment and turnover intention. This study focuses on the follower–leader centric approach. Practical implications The findings of this study can guide policymakers and management of the banking industry to develop the inclusive leadership qualities of existing managers to reduce the turnover intention of their employees. Originality/value By incorporating LMX and SET, this study tests a model that demonstrates the mediating role of follower–leader goal congruence and organizational commitment in the relationship between inclusive leadership and employees’ turnover intention.