Exploring the Mechanism of the Impact of Inclusive Leadership on Employees' Career Resilience

References

Gist M E. Self-efficacy: implications for organizational behavior and human resource management [J]. Academy of Management Review, 1987, 12(3):472-485.

London M, Noe R A. London's Career Motivation Theory: An Update on Measurement and Research [J]. Journal of Career Assessment 1997, 5 (1):61-80.

Luthans, F., Youssef, C. M., Avolio, B. J., translated by Li Chao-ping. Psychological capital: Building a human competitive advantage. 2007. Beijing: China Light Industry Press.

Nembhard I M, Edmondson A C. Making It Safe: The Effects of Leader Inclusiveness and career Status on Psychological Safety and Improvement Efforts in Health Care Teams [J]. Journal of Organizational Behavior, 2006, 27(7):941-966.

Qun Li, Wenjing Tang, Menghan Yan. The impact of inclusive leadership on the innovation performance of new generation employees in manufacturing industry—a cross-level double mediation model [J]. East China Economic Management, 2021, 35(09):120-128.

Scholz, U., Gutiérrez Doña,B., Sud, S., Schwarzer, R. Is general self-efficacy a universal construct? Psychometric findings from 25 countries [J]. European Journal of Psychological Assessment, 2002, 18(3): 242-251.

Schwarzer R, et al. The assessment of optimistic self beliefs: Comparison of the Chinese, Indonesian, Japanese, and Korean versions of the General Self Efficacy Scale [J]. Psychologia: An International Journal of Psychology in the Orient, 1997, 40(1):1-13.

Yu ZHOU, Zhicheng Fang, Enguang Mi. A study on the relationship between inclusive leadership, psychological capital and employee engagement - the moderating role of job embeddedness [J]. Technology Economics and Management Research, 2018, 39(11):54-59.