新瓶旧酒或推陈出新：包容性领导是一种独立的领导类型吗？

摘要： 包容性领导是解决当前职场中员工多样性问题的一种新型领导类型。由于领导类型众多且存在交叉重叠现象，包容性领导是否是一种独立的领导类型值得检验。176份纵向调查数据分析结果表明：与变革型领导、交易型领导和家长式领导相比，包容性领导具有独立的概念结构，在对领导成员交换和工作满意度的预测上具有显著的增进效应和优势效应。
Abstract: With the increasing diversity of employees in the workplace, inclusive leadership as a new leadership type has been put forwarded and attracted many researchers’ eyes. Inclusive leadership focus on leader inclusiveness to indicate leader behaviors that invite and appreciate inputs from others, thus help shape their team member’ beliefs that “their voices are genuinely valued”. As a particular model of relational leadership, inclusive leadership exhibit high openness, accessibility and availability in their interaction with followers, and was been taken as an effective leadership. Leadership is the most popular research topic in organizational behavior which has almost 100 years history. During this long period, there are so many leadership styles such as transformational leadership, transactional leadership, ethical leadership and paternalistic leadership. Some scholars had pointed that there are overlaps among these leaderships and the concept of inclusive leadership may be act as old wine in a new bottle, because inclusion is the biggest character of inclusive leadership, but taking care employees, admitting their contribution also are the elements of transformational leadership and some other leaderships. So we want to know whether it is different from transformational leadership or other leaderships. In other words, whether inclusive leadership is an independent leadership type. Further, Does inclusive leadership has incremental and dominant effects on outcome variables? Based on optimal distinctiveness theory and relational leadership theory, the main purpose of this paper is to answer these questions via empirical research. Longitudinal survey method was used to collect data in two company and get 176 valid samples at last. We collected inclusive leadership, transformational leadership, transactional leadership and paternalistic leadership data at first, and collected leader member exchange (LMX) and job satisfaction data 2 months later. The empirical study results shows that compared with transformational leadership, transactional leadership and paternalistic leadership, inclusive leadership has an independent construct, and it also has incremental and dominant effects on LMX and job satisfaction. Some statistical method such as confirmatory factor analysis, correlational analysis, hierarchical regression and dominant analysis were used. Taking together, these results