Authors

Abstract

This paper examines how inclusive leadership influences project success through the interventive variable of work engagement. Open, fair, and psychologically safe leadership styles define inclusive leadership and become more and more important to handle the dynamic and diverse project environment. Based on the self-determination and social exchange theories, this study was conducted as a quantitative, cross-sectional study which is aimed at testing these propositions empirically. Survey research was conducted whereby 100 project managers and project personnel associated with construction industry within the UK were administered through structured questionnaires that used well-known scales in measuring inclusive leadership, work engagement, and project success. An adequate gender, age, education, and professional experience diversity in the created demographic profile of the respondents assured a good representation. The SPSS 21 and PROCESS Macro (Model 4) with the regression, correlation, reliability, and mediation analyses were used to look over the data. The results show that inclusive leadership has a considerable direct as well as an indirect effect on project success, where work engagement, i.e. described by vigor, dedication and absorption, is a potent mediator. Such findings emphasize the necessity of leaders to develop inclusive behaviors that promote psychological safety, cooperation, and motivation, which increases the commitment and performance of employees. The article is valuable to the literature on leadership and project management because it confirms the mediating role of engagement and gives practical recommendations that can help organizations to attain sustainability in terms of project success.

Keywords: Inclusive leadership, Work engagement, Project success, Mediation analysis, Employee engagement, UK construction industry

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Paper ID: IJMETS-20250630-****

Published Date: 21 Aug 2025
Number of pages: 30-47

https://doi.org/10.5281/zenodo.16896148