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

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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

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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.

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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
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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).

 

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