Inclusive Leadership and Its Impact on Retaining Talented Employees An Analytical Study of The Opinions of A Sample of Employees of Telecommunications Companies in Iraq

Article Sidebar

View the PDF File (العربیة)
Published: Feb 23, 2024
DOI: https://doi.org/10.14500/kujhss.v6n2y2023.pp192-209
Keywords:
Inclusive Leadership, Diversity, Inclusion, Talent Retention, Communications Companies القيادة الاحتوائية, الاحتفاظ بالموظفين الموهوبين, التضمين, التنوع شركات الاتصالات

Main Article Content

Media A. Mohammed Saeed
Department of Management, College of Administration and Economics, University of Sulaimani, Kurdistan Region, Iraq
https://orcid.org/0000-0002-7438-4583
Ava O. Fatah
Department of Marketing, College of Administration and Economics, University of Sulaimani, Kurdistan Region, Iraq
https://orcid.org/0000-0002-2473-2543

Abstract

The main research problem revolves around the questioning of the searched companies seeking to retain talented employees through their possession of inclusive leaderships, and through them the goal of the research is determined, which is to stand on the fact of the actual contribution of inclusive leadership, and the extent of its contribution to retaining talented employees, where (429) questionnaires were distributed on a sample of employees of Iraqi telecommunications companies (Asiacell, Korek, and Zain), and in order to test the research hypothesis, the statistical program (SPSSV.26) and AMOS V.26 were used. The results showed that there is a direct effect of the independent variable, the inclusive leadership, in the dependent variable, the retention of talented employees, that is, whenever the leaders in the telecom companies surveyed possess the characteristics and attributes of each of the openness, availability or readiness, accessibility, and the inclusive climate, the more this contributes to improving the levels of retaining talented employees. In those companies, therefore, it is not enough to retain talented employees only, but the researched companies must sustain that activity by providing a supportive climate for their innovations and creativity in the company's various operations, in a manner that enables those companies to adopt them as a competitive advantage in the face of similar companies.

Downloads

Download data is not yet available.

Article Details

How to Cite
Mohammed Saeed, M. A. . and Fatah, A. O. (2024) “Inclusive Leadership and Its Impact on Retaining Talented Employees: An Analytical Study of The Opinions of A Sample of Employees of Telecommunications Companies in Iraq”, Koya University Journal of Humanities and Social Sciences, 6(2), pp. 192-209. doi: 10.14500/kujhss.v6n2y2023.pp192-209.
Issue
Vol. 6 No. 2 (2023): Issue Eleven
Section
Articles
Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Author Biographies

Media A. Mohammed Saeed, Department of Management, College of Administration and Economics, University of Sulaimani, Kurdistan Region, Iraq

Media Arass Mohammed Saeed, Assistant Lecturer,has B.A degree in Business Administration from the University of Sulaimani (2013-2014), M.A. degree in Business Administration from the University of Sulaimani(2014-2016), Now She is an academic member at  business Management Department at the College of Administration and Economics, University of Sulaimani,lastly she is a ph.d student .

Ava O. Fatah, Department of Marketing, College of Administration and Economics, University of Sulaimani, Kurdistan Region, Iraq

Dr. Ava Omar Fatah, She is an Assistant Professor in the Marketing Management Department at the College of Administration and Economics, University of Sulaimani, She holds a bachelor's degree in Business Administration from the University of Sulaimani (2005-2006), a master's degree in Business Administration from the University of Wales(2007-2008), and a Ph.D. in the Human Resource Management and Organizational Behavior field from the University of Sulaimani (2016-2018) , She currently has 12 years of teaching and research experience, along with 3 years of expertise as the director of quality assurance and curriculum development ( 2019  ). She is a member of the university high committee of the Bologna Process at the University of Sulaimani (2019).

References

الجراح، صالح علي سالم، و أبو دولة، مال داوود، (2015). أثر تطبيق استراتيجيات إدارة المواهب في تعزيز الانتماء التنظيمي لدى أعضاء هيئة التدريس في الجامعات الأردنية الرسمية، المجلة الاردنية في ادارة الاعمال، العدد(2)، المجلد(11)، ص 238-315.

الشمري،أحمد عبدالله، والشمري،سرمد عبدالله،والحسناوي،صالح مهدي،2016، دور خصائص صناع المعرفة في تحقيق الأداء العالي للمنظمات دراسة استطلاعية لآراء عينة من قيادات كليات الإدارة والاقتصاد / الفرات الاوسط،مجلة القادسية للعلوم الادارية والاقتصادية،مجلد(18)،العدد(2).

العطوي ، عامر علي حسين و الحسني ، كمال كاظم طاهر،2020، دور القيادة الاحتوائية من خلال الدور الوسيط للملائمة الاحتوائية : دراسة تحليلية لآراء مجموعة من رؤساء الاقسام العلمية في جامعتي القادسية والمثنى، مجة المثنى للعلوم الادارية والاقتصادية . المجلد (10) ،العدد (4).ص112-143.

المحيسن، فيصل اسامة،و الكساسبة محمد مفضي،(2021)، اثر تخطيط التعاقب في الاحتفاظ بالمواهب في شركة اورانج-الاردن، المجلة الاردنية في ادارة الاعمال، العدد(1)، المجلد(17).

جابر، منار محمد،(2018)، إدارة المواهب القيادية بالمدارس الثانوية العامة في ضوء توجهات إصالح التعليم المصري: تصور مقترح، مجلة كلية التربية، جامعة بني سويف، عدد ديسمبر الجزء الثانى.

عبد المنعم،اسراء سعيد ابراهيم،(2017)، الاحتفاظ بالمواهب ودوره في زيادة العائد على الاستثمار في الموارد البشرية (دراسة ميدانية)، المجلة العلمية للدراسات التجارية والبيئية، المجلد الثامن،العدد الرابع،ص1-30.

عسري ، شيخ، ومحمد يعقوب،(2021)، دور التحفيز في الاحتفاظ بالمواهب في المؤسسة ، دراسة استطلاعية لموظفي عدد من الإدارات العمومية، مجلة التكامل الاقتصادي،المجلد(9)، العدد(3)،ص491-504.

رضوان، طارق محمد رضوان،(2020)، أثر أبعاد ادارة المواهب في البراعة التنظيمية ، دراسة تطبيقية،المجلة العلمية للبحوث التجارية، العدد الاول ، ص68-105.

محمد، يزين سالم،2019، دور سمعة المنظمة في العلاقة بين القيادة الفاضلة والازدهار التنظيمي ،بحث تحليلي لآراء عينة من العاملين في العتبة الحسينية المقدسة، المجلة العراقية للعلوم الإدارية ، المجلد(15( ،العدد) 60(.

مهدي، ميادة حياوي،2020، الدبلوماسية التنظيمية وتأثيرها التفاعلي في العلاقة بين القيادة الاحتوائية والسلوك غير المدني،اطروحة دكتورا غير منشورة، كلية الإدارة والاقتصاد، قسم إدارة الأعمال، جامعة الكوفة.

Abbas,A.,Ali,(2019), The Intermediary effect of Social Entrepreneurship through Inclusive Leadership to sustainable value creation, Al-Hussein Bin Talal University Journal of Research,Jordan, Second International Conference of Engineering and Science, Vol. 1, No. 1.

Aboramadan, M., Dahleez, K. A., & Farao, C. (2021). Inclusive leadership and extra-role behaviors in higher education: does organizational learning mediates the relationship?. International Journal of Educational Management.

Adapa, S., & Sheridan, A. (Eds.), (2017). Inclusive leadership: Negotiating gendered spaces. The registered company address is: Gewerbestrasse11, 6330 Cham, Switzerland.

Adejare, B. O., Olaore, G. O., Udofia, E. E., & Emola, T. B. (2020). Inefficiency among Non-Academic Staffs in Nigerian Tertiary Institutions: The Role of Training and Development. Journal on Efficiency and Responsibility in Education and Science, 13(2), 56-66.

Akunda, D., Chen, Z., & Gikiri, S. N. (2018). Role of HRM in talent retention with evidence. Journal of Management and Strategy, 9(2), 8-19.

AL-Hadid, Sajeda Ahmad ,(2017). The Impact of Talent Management on Attaining Competitive Advantage: A Field Study on Jordanian Telecommunications Companies (Doctoral dissertation). Business Administration Department ,Faculty of Business, Middle East University.

Anthony ,I., &Eketu,D.,(2017),Talent Retention and enterprise survival of Hotels in port harcourt , International Journal of Advanced Academic Research Social & Management Sciences, Vol. 3, Issue 8,pp49-63.

Aslan, H., Mert, I. S., & SEN, C. (2021). The Effect of Inclusive Leadership on the Work Engagement: An Empirical Study from Turkey. The Journal of Asian Finance, Economics and Business, 8(11), 169-178.

Babu, K. P., Kumar, V. S., & Veeraiah, K. (2022). Impact of talent management strategies on employee retain the talented employee with refrence to it sector in India, International Journal of Management ,Volume 11, Issue 8.

Barak, M. E. M. (2016). Managing diversity: Toward a globally inclusive workplace. University of Southern California, fourth edition. Sage Publications.

Barton, B., and Peat, J., 2014, Medical Statistics: A Guide to SPSS Data Analysis and Critical Appraisal, 2nd Ed., John Willy & Sons Ltd, New jersey, USA.

Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley.

Bolander, P., Werr, A., & Asplund, K. (2017). The practice of talent management: a framework and typology. Personnel Review, 46(8), p1523-1551.

Bortini, P., Paci, A., Rise, A., & Rojnik, I. (2016). Inclusive Leadership–Theoretical Framework. European Union. Retrieved December, 21.

Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250-260.

Chee,P. Yong, (2017). The Role of Talent Management in Employee Retention ,Doctoral dissertation, university tunku abdulrahman,faculty of accountancy and management..

Choi, S. B., Tran, T. B. H., & Kang, S. W. (2016). Inclusive leadership and employee well-being: The mediating role of person-job fit. Journal of Happiness Studies, 18(6), 1877-1901.

Choi, S. B., Tran, T. B. H., & Park, B. I. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: an international journal, 43(6), 931-943.

Cissna, K. (2020). Self-actualized leadership: exploring the intersection of inclusive leadership and workplace spirituality at a faith-based institution of higher education. Pepperdine University. Doctor of Philosophy in Global Leadership and Change.

Deas, A. (2018). Managing Diversity in Talent Retention: Implications of Psychological Contract, Career Preoccupations and Retention Factors. In Psychology of Retention (pp. 331-351). Springer, Cham.

Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, Vol. 27 Iss 3, pp1-25.

Dezenberg, M. E. (2017). Inclusive leadership's evolving context: Organizational climate and culture connect. Doctor of Philosophy, in Leadership and Change Program of Antioch University.

Ferreira, N. (2018). Talent Retention Strategies: The Role of Self-regulatory Career Behaviour Among Working Adults. In Psychology of Retention,pp. 223-24, Springer, Cham.

Gómez-Hurtado, I., Valdés, R., González-Falcón, I., & Vargas, F. J. (2021). Inclusive Leadership: Good Managerial Practices to Address Cultural Diversity in Schools. Social Inclusion, 9(4), 69-80.

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The leadership quarterly, 6(2), 219-247.

Hanif, M. I., & Yunfei, S. (2013). The role of talent management and HR generic strategies for talent retention. African Journal of Business Management, 7(29),p2827-2835.

Hollander, E. (2009). Inclusive leadership: The essential leader-follower relationship. Routledge.

Huang, W., & Su, C. (2016). The Mediating Role Of Job Satisfaction In The Relationship Between Job Training Satisfaction And Turnover Intentions. Industrial and Commercial Training, 48(1),p 42-52.

Ibidunni, S., Osibanjo, A. O., Adeniji, A. A., Salau, O. P., & Falola, H. O. (2016),Talent retention and organizational performance: A competitive positioning in Nigerian banking sector. Periodica Polytechnica Social and Management Sciences, 24(1), p1-13.

Jalil, T. (2017). Impact of inclusive leadership on project success with mediating role of work engagement and person job fit. Unpublished Master Thesis, University of Science and Technology.

Jindal, P., & Shaikh, M. (2021). Talent Retention: A Mediator of the Relationship Between Talent Management Strategies and Succession Planning. Asian Academy of Management Journal, Vol. 26, No.2, pp117-142.

Jordan Jr, J. E. (2020). Talent Retention: An Empirical Examination of a 21 st Century United States Department of Agriculture, Doctoral dissertation, University of Missouri-Saint Louis.

Kamalizeni., C.,(2019),gender inclusive leadership”investigating the underrepresentation of women leadership in the public enterprises,Swaziland doctoral of business administration, university of kwazulu natal.

Khan, J., Jaafar, M., Javed, B., Mubarak, N., & Saudagar, T. (2020). Does inclusive leadership affect project success? The mediating role of perceived psychological empowerment and psychological safety. International Journal of Managing Projects in Business.

Kimberley, T. (2020). Strategies to secure & promote talent retention of millennials-Case Gigantti Oy. Master’s thesis, International Business Management, university of applied sciences.

Kruger, P. L. (2020). Talent retention framework for the hospitality industry Master of Commerce in Business Management, University of South Africa.

Kuknor, S. C., & Bhattacharya, S. (2020). Inclusive leadership: new age leadership to foster organizational inclusion. European Journal of Training and Development.

Kulandai, A., & Ganesh, K. (2021). An Empirical Study on Talent Retention among the Home Health-Care Nurses in Chennai City. UGC Care Group journal, Vol. 51, No.1,p220-228.

Kumar, B. (2016). Talent retention in metal manufacturing companies in India, Global NXT Working, No. 2 ,pp1-31.

Li, Yu Y.(2020), Impact of Inclusive Leadership on Employees’ Adaptive Performance, International Conference on Education Science and Economic Development. Advances in Economics, Business and Management Research, volume 116.

Mabaso, C. (2016). The Influence of Compensation and Performance Management on Talent Retention. Global Journal of Management And Business Research. Volume 16 Issue 10 Version 1.0, pp39-46.

Mabaso, C. M., Maja, M. T., Kavir, M., Lekwape, L., Makhasane, S. S., & Khumalo, M. T. (2021). Talent retention strategies: An exploratory study within the consulting industry in Gauteng province, South Africa. Acta Commercii, 21(1), 1-14.

Mahlahla, L. T. (2018). The impact of talent management on employee performance and retention strategies: case of Masvingo City Council in Zimbabwe, masters in management sciences specializing in human resources management , at Durban university of technology.

Marri, M. Y. K., Azeem, M., & Nadeem, S. (2021). The Effect of Inclusive Leadership on Project Success: The Mediating Role of Psychological Safety and Job Meaningfulness. PalArch's Journal of Archaeology of Egypt/Egyptology, 18(1), 4300-4325.

Musakuro, R. N., & de Klerk, F. (2021). Academic talent: Perceived challenges to talent management in the South African higher education sector. SA Journal of Human Resource Management, 19, 1394.

McKay, P. F., Avery, D. R., & Morris, M. A. (2009). A tale of two climates:diversity climate from subordinates and managers perspectives and their role in store unit sales performance. Personal psychology,62(4),767-791.

Meghlaoui, C. E. (2016). Talent retention and development case study: US multinationals based in Ireland , Master of Business Administration (General) At Dublin Business School.

Mir, A. (2019). Impact of Inclusive Leadership on Project Success, Testing of a Model in Projects. Master of Science, faculty of management and social sciences, department of management sciences.

Murongazvombo, P. K. (2015). Talent retention strategies in a competitive ICT industry: case of twenty third century systems global (Zimbabwe). Master (business leadership) Bindura University of Science Education, Bindura, Zimbabwe.

Najmaei, A., & Sadeghinejad, Z. (2019). Inclusive leadership: a scientometric assessment of an emerging field. In Diversity within Diversity Management. Emerald Publishing Limited.

Namusonge, G. S., Karanja, K., & Iyria, R. (2014). Effect of talent retention on organization performance in companies listed in Nairobi securities exchange in Kenya. European Journal of Business and Social Sciences, 3(1), 47-58.

Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(7), 941-966.

Nishii, L. H. (2013). The benefits of climate for inclusion for gender-diverse groups. Academy of Management journal, 56(6), 1754-1774.

Nishii, L. H., & Mayer, D. M. (2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94(6), 1412- 1426.

Obaid, H. J., & Al-Abachee, A. S. F.,(2020) The Role of Inclusive Leadership in Enhancing the Strategic Flexibility. International Journal of Psychological Rehabilitation, Vol.24, Issue 07.P6766-6776.

Oladapo, V. (2014). The impact of talent management on retention. Journal of business studies quarterly, 5(3), pp19-36.

Potgieter, I. L., & Snyman, A. M. (2018). Personal factors in talent retention in the South African banking industry. Journal of Psychology in Africa, 28(6),p 455-461.

Priyadarshini., K.,and, Rajappan, S,(2020), The effect of inclusive leadership on Work engagement–The role of person –job-fit. International Journal of Business and Management Invention (IJBMI), Volume 9 Issue 1 Ver.1.

Ramadan, A., Abo-Taleb, M., Abdel-Aty, Y., & Amer, T. M. (2021). Talent Management Practices in the Egyptian Hotels: Talent Satisfaction Perspective. Journal of the Faculty of Tourism and Hotels-University of Sadat City, 5(2/2),pp1-14.

Rasheed, M., Odeesh, J., & Ibrahim, T. (2022). Financial compensation and talent retention in COVID-19 era: The mediating role of career planning. Management Science Letters, 12(1),pp 35-42.

Rodriguez, J. L. (2018). Inclusive leadership and employee engagement, The moderating effect of psychological diversity climate , Master of Science in Industrial Organizational Psychology.

Rosa, Y. A. (2021). Transformational Leadership Behaviors as Catalyst to Inclusive Leadership: A Mixed Methods Study on Leadership and Work Experiences of Transgender Employees in the Federal Government. Degree of doctor of philosophy.

Saraswathy, R., & Balakrishnan, J. (2017). Facets of talent retention: role of employee and employer branding as catalysts. International Journal of Business Forecasting and Marketing Intelligence, 3(4),p 407-432.

Sathekge, M. J. (2015). An examination of factors impacting on talent retention at a financial institution. University of Johannesburg (South Africa), degree magister commerce in business management in the faculty of management at the university of Johannesburg.

Schlosser, F., Azevedo, M. C. D., McPhee, D., Ralph, J., & Salminen, H. (2022), Strategies for talent engagement and retention of Brazilian Nursing professionals. Revista Brasileira de Enfermagem [online]. 2022, v. 75, n.6, p1-6.

Shende, K., Gumaste, R., & Shah, G. (2021). A Study on the Benefits of Sustainable Management Practices and its Association with Talent Retention in Star Category Hotels. Atna Journal of Tourism Studies, 16(2),p 91-111.

Suhasini, M. N., & Babu, T. N. (2013). Talent retention: A road map for organizational success in competitive business environment. International Journal of Advanced Research in Management and Social Sciences, 2(1),pp 165-173.

Tej, J., Vagaš, M., Ali Taha, V., Škerháková, V., & Harničárová, M. (2021). Examining HRM Practices in Relation to the Retention and Commitment of Talented Employees. Sustainability journal, 13(24),pp1-18.

Theron, M. (2015). The development of a scale for talent retention Doctoral dissertation, with specialisation in Organisational Behaviour in the faculty of economic and management science, at the University of Pretoria.

Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The leadership quarterly, 17(6), 654-676.car

Van Knippenberg, D., & van Ginkel, W. P. (2021). A diversity mindset perspective on inclusive leadership. Group & Organization Management, Vol. 0(0) 1–19.

Xiaotao, Z., Yang, X., Diaz, I., & Yu, M. (2018). Is too much inclusive leadership a good thing? An examination of curvilinear relationship between inclusive leadership and employees’ task performance. International Journal of Manpower.

Zainal , S., Rohaida M.,and Jan ., Ghulam,2020, Corresponding author cultivating innovative behavior in manufacturing sector : the role of inclusive leadership, European Proceedings of Social and Behavioural Sciences, Selection and peer-review under responsibility of the Organizing Committee of the conference eISSN: 2357-1330.

Zainee, I.A. and Puteh, F. (2020), "Corporate social responsibility impact on talent retention among Generation Y", Revista de Gestão, Vol. 27 No. 4, pp. 369-392.

Zeng, H., Zhao, L., & Zhao, Y. (2020). Inclusive leadership and taking-charge behavior: roles of psychological safety and thriving at work. Frontiers in psychology, 11,62.

Zhou, Y. (2018). The impact of inclusive leadership on employee engagement: the mediator of psychological capital and the moderator of job embeddedness, doctor of philosophy (management), international college, national institute of development administration.