Unlocking the Power of Inclusive Leadership: The Moderating Role of Climate for Inclusion on Job Satisfaction and Perceived Care Quality

Abstract

Importance: Inclusive leadership (IL) is posited to strengthen employee wellbeing and patient‑centered outcomes, yet findings in healthcare remain mixed. Objective: To test direct effects of IL on job satisfaction (JS) and perceived quality of care (PQC) and to examine whether climate for inclusion (C4I) and cultural competence (CC) moderate these relationships. Design, Setting, and Participants: Cross‑sectional survey of US healthcare managers recruited via a commercial opt‑in Email frame and professional networks (June–November 2024). N=209; complete‑case N=144. Main Outcomes and Measures: JS (2‑item short index) and PQC (10‑item) on 5‑point Likert scales; predictors IL (8 items), C4I (16 items), CC (7 reverse‑coded items). Results: Regression models supported H1–H6 (p<0.001). The three‑way IL×CC×C4I term was marginal for JS (H7a; p=0.064) and significant for PQC (H7b; p<0.001). Measurement reliability was excellent for IL (α=0.950), C4I (α=0.948), CC (α=0.930), JS (α=0.873), and PQC (α=0.923). Conclusions and Relevance: Inclusive leadership and cultural competence are associated with higher JS and PQC, with stronger effects under supportive inclusion climates. Programs that develop inclusive leaders and institutionalize inclusive norms may yield workforce and care benefits.