A moderating mediation model of the antecedents of being driven to work: The role of inclusive leaders as change agents

Abstract With support from social exchange theory, the current study tested the mediating role of employee readiness for organizational change between inclusive leadership and driven to work behaviour. Moreover, collective self‐concept has been suggested as a moderating variable in the proposed mediation model. Data for the current study were collected in three‐time lags from employees ( N = 215) of Pakistan's service sector. The results revealed that inclusive leadership is positively associated with being driven to work and employee readiness for organizational change mediates this relationship. Further, collective self‐concept moderates the relationship between inclusive leadership and employee readiness for organizational change; and employee readiness for organizational change and being driven to work. This study offers valuable insights into recruitment and retention decisions.