This study investigates whether stress acts as a boundary condition that alters inclusive leadership (IL)’s effectiveness, potentially weakening or reversing its impact. By applying the Conservation of Resources (COR) theory, this study aims to clarify not only when IL facilitates change but also when it may inadvertently backfire.
Survey data were collected from 2,655 white-collar employees at a South Korean automotive supplier undergoing a structural transformation. Hierarchical regression and moderated mediation analyses were used to analyze the data and test the proposed model.
IL reduces resistance to change (RTC) and enhances task performance (TP); however, under high stress, its benefits weaken and may even backfire, as its inclusiveness is perceived as an additional burden that increases RTC.
This study extends COR theory by showing that IL is resource-depleting under high stress, thereby identifying the critical boundary conditions that distinguish it from adjacent leadership styles. Practically, this suggests that organizations should calibrate inclusive practices to contextual demands, as an overemphasis on inclusion during high-stress periods may inadvertently drain resources and heighten RTC.
