Why do newer generation employees trust their inclusive leaders more? Evidence from the Chinese context

Purpose Given the substantial differences between newer generation employees and their predecessors, it is not surprising that leaders often face challenges in establishing high-quality relationships with them. This study integrates literature of generational differences and inclusive leadership to examine whether and why inclusive leadership fosters greater trust among newer generation employees. Design/methodology/approach We employed a time-lagged, two-source survey design in a Chineses engineering company. Findings In the Chinese context, compared to previous generations, newer generation employees (i.e. the post-reform generation) exhibit greater trust in more inclusive leaders and lower trust in less inclusive ones. This relationship is partially explained by their work values, and has important implications for task performance. Originality/value This study enhances our understanding of the intergenerational applicability of inclusive leadership theory and its underlying psychological mechanisms.