From Inclusion to Innovation: How Inclusive Leadership Drives Creative Service Performance via Psychological Empowerment

Abstract

Inclusive leadership has attracted considerable attention from both pharmaceutical industry leaders and academic researchers due to its potential to enhance creative service performance. This study aims to investigate the effect of inclusive leadership on employees' creative service performance within the pharmaceutical sector, while also examining the mediating role of psychological empowerment in this relationship. A total of 260 employees from pharmaceutical companies were selected through a simple random sampling technique to participate in the study. Data were collected using a structured questionnaire based on a five-point Likert scale. Reliability of the scales was confirmed through Cronbach’s alpha, and construct validity was established using exploratory factor analysis (EFA). Hypotheses were tested through regression analysis, while the mediating effect of psychological empowerment was assessed using mediation analysis. The results revealed a significant and positive relationship between inclusive leadership and creative service performance. Furthermore, mediation analysis demonstrated that psychological empowerment significantly mediates this relationship. The findings suggest that pharmaceutical organizations can enhance service innovation by fostering inclusive leadership practices that empower employees. The study concludes with a discussion on theoretical and practical implications, limitations, and directions for future research.