Inclusive Leadership and Its Impact on Retaining Talented Employees

Abstract

The main research problem revolves around the questioning of the searched companies seeking to retain talented employees through their possession of inclusive leaderships, and through them the goal of the research is determined, which is to stand on the fact of the actual contribution of inclusive leadership, and the extent of its contribution to retaining talented employees, where (429) questionnaires were distributed on a sample of employees of Iraqi telecommunications companies (Asiacell, Korek, and Zain), and in order to test the research hypothesis, the statistical program (SPSSV.26) and AMOS V.26 were used. The results showed that there is a direct effect of the independent variable, the inclusive leadership, in the dependent variable, the retention of talented employees, that is, whenever the leaders in the telecom companies surveyed possess the characteristics and attributes of each of the openness, availability or readiness, accessibility, and the inclusive climate, the more this contributes to improving the levels of retaining talented employees. In those companies, therefore, it is not enough to retain talented employees only, but the researched companies must sustain that activity by providing a supportive climate for their innovations and creativity in the company's various operations, in a manner that enables those companies to adopt them as a competitive advantage in the face of similar companies.