When inclusion backfires: how stress flips inclusive leadership from resource to risk
研究发现包容型领导通常能减少员工对变革的抵制并提升任务绩效，但在高压环境下其效果会减弱甚至适得其反，包容被感知为额外负担而加剧抵制。
Purpose 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. Design/methodology/approach 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. Findings 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. Originality/value 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.