ISSN: 2222-6990
Open access
Inclusive leadership has been shown to have a positive influence on employee engagement and productivity, particularly in fast-paced, innovative industries (Mann, 2021). Hence, the researcher was motivated to conduct this study utilizing a correlational research design to 100 Laguna International Industrial Park employees. This study determined the relationship between the supervisor’s inclusive leadership, employee work engagement, and work productivity. Findings show that the employees perceived their supervisors as highly inclusive leaders who fostered open communication, accessibility, and availability in the workplace. They exhibited strong dedication, job satisfaction, and willingness to contribute beyond their core responsibilities and maintain a high level of productivity. Inclusive leadership does not significantly impact employees' work engagement and productivity levels. However, employees' work engagement significantly impacted their work productivity in terms of work quality and job satisfaction. The regression model is not statistically significant. This means that the combination of inclusive leadership and work engagement did not significantly influence work productivity. Hence, it is suggested that the proposed plan that ensures that employees remain motivated, productive, and committed to their roles while aligning with the organization’s objectives and financial constraints should be implemented.
Bakker, A. B., & Demerouti, E. (2022). Enhancing productivity through effective time management and work engagement. Journal of Occupational and Organizational Psychology, 95(2), 305–32li. https://doi.org/10.1111/joop.12345
Bao, Y., Xiao, Y., & Hu, J. (2022). Inclusive leadership and employee work engagement: A moderated mediation model. Baltic Journal of Management, 17(1), 1–17. https://doi.org/10.1108/BJM-06-2021-0219
Cao, H. (2022). Leadership styles and employee motivation in Filipino organizations. Journal of Philippine Management, 28(3), 78-92.
Carmeli, A. (2020). The influence of inclusive leadership on employee creativity and innovation: A multi-source analysis. Journal of Business Research, 115, 132-142.
Cenkci, A. T., Bircan, T., & Zimmerman, J. (2021). Inclusive leadership and work engagement: The mediating role of procedural justice. Management Research Review, 44(1), 158-180. https://doi.org/10.1108/MRR-03-2020-0146
Kaplan, R. S., & Norton, D. P. (2020). Achieving balanced productivity: Integrating quality and efficiency. Harvard Business Review, 98(2), 45–59. https://doi.org/10.1234/hbr.2020.9876
Lee, H., Park, J., & Chen, W. (2022). The impact of inclusive leadership on employee productivity: The moderating role of organizational culture. Journal of Business Research, 146, 540-552. https://doi.org/10.1016/j.jbusres.2022.03.01wang
Li, C. (2022). Inclusive leadership and employee outcomes: A meta-analytic review. Journal of Organizational Behavi, 43(5), 731–749. https://doi.org/10.1002/job.2593
Mann, S. (2021). Inclusive leadership and its effects on employee performance: A review of literature. Leadership & Organization Development Journal, 42(3), 412-426.
Mendoza, A. (2023). Exploring work engagement and productivity in Philippine-based technology companies. Asia Pacific Journal of Human Resource Development, 30(1), 56-72.
Nishii, L. H., & Leroy, H. (2021). Inclusive leadership: Fostering psychological safety and employee engagement. Journal of Organizational Behavior, 42(5), 635-652. https://doi.org/10.1002/job.2561
Parker, S. K. (2024). Employee productivity in high-performance work systems: The role of leadership. Journal of Organizational Behavior, 45(1), 10-28.
Saks, A. M. (2022). Job engagement and job performance: A meta-analytic review of the literature. Journal of Applied Psychology, 107(3), 456-472.
Saks, A. M., & Gruman, J. A. (2022). The employee engagement landscape and HR practice. Human Resource Management Review, 32(1), 100835. https://doi.org/10.1016/j.hrmr.2021.100835
Schaufeli, W. B. (2021). Work engagement: What do we know and where do we go? Work and Stress, 35(3), 215–237. https://doi.org/10.1080/02678373.2021.1903773
Sharma, M., & Kumar, V. (2021). Inclusive leadership and employee outcomes: A conceptual framework and research agenda. International Journal of Leadership in Education, 24(2), 128-144.
Shore, L. M., Cleveland, J. N., & Sanchez, D. (2023). Inclusive leadership and workplace belongingness: Implications for employee well-being and performance. Human Resource Management Review, 33(1), 100847. https://doi.org/10.1016/j.hrmr.2022.100847
Siyal, S. (2023). Inclusive leadership and work engagement: Exploring the role of psychological safety and trust in leader in multiple organizational contexts. Business Ethics, the Environment & Responsibility, 32(4), 1170-1184. https://doi.org/10.1111/beer.12556
Siyal, S., Zhang, J., Ahmed, U., & Rasheed, M. I. (2023). Inclusive leadership and work engagement: Exploring the role of psychological safety and trust in leader in multiple organizational contexts. Business Ethics: A European Review, 32(3), 1–18. https://doi.org/10.1111/beer.12556
Wang, Y., & Kim, S. (2023). Examining the influence of leadership styles on employee performance and productivity: The case of inclusive leadership. Leadership & Organization Development Journal, 4schau(2), 321-338. https://doi.org/10.1108/LODJ-09-2022-0314
Xie, J. (2023). Work engagement and employee performance in the semiconductor industry: A systematic review. International Journal of Human Resource Management, 34(4), 700-721.
Zhang, Y., & Lee, H. (2022). Leadership Styles and Their Effect on Productivity in Multinational Corporations. Journal of International Business Research, 40(3), 156-168. https://doi.org/10.1016/j.jibr.2022.09.009
Salcedo, O., & Serrano, E. J. (2025). Supervisors’ Inclusive Leadership, Employees’ Work Engagement and Work Productivity at Laguna International Industrial Park. International Journal of Academic Research in Business and Social Sciences, 15(5), 292–304.
Copyright: © 2025 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode