ABSTRACT
This study was intended to develop a conceptual model to investigate the indirect effects of inclusive leadership on job performance throughout the mediating factors, including person-job fit, employee well-being and innovative behaviour. The paper conducted a structural equation model approach to test the research hypotheses through questionnaire survey of 387 employees who were working at twelve interior design and construction companies. The results revealed that person-job fit and employee well-being had a significant direct impact on job performance with estimated results supported all hypotheses. Interestingly, employee well-being, person-job fit, innovative behaviour are considerable mediators that statistically support indirect effect of employee well-being on job performance. The findings highlighted a theoretical and empirical contribution to further understanding the impact existence of leader-member exchange policies on job performance. In other words, the results proposed some managerial implications to enhance job performance by strengthening self-worth through innovative behaviour in the workplace and reinforcing inclusive leadership practices.
