Inclusive Leadership, Meaningful Work, and Midwives’ Contraceptive Access Service Performance: The Mediating Role of Psychological Capital
Article Integrity
Article Metrics
520
Article Views
178
PDF Downloads
0
Crossref Citations
Abstract
This study examines whether inclusive leadership and meaningful work enhance midwives’ performance in delivering contraceptive access services and whether psychological capital explains these relationships. A cross-sectional explanatory survey was conducted among 100 practicing midwives affiliated with 39 Independent Midwifery Practices (TPMBs) in Cengkareng, West Jakarta. Data were analyzed using partial least squares structural equation modeling. All constructs demonstrated adequate convergent validity (AVE = 0.584–0.653) and strong internal consistency (composite reliability = 0.944–0.958; Cronbach’s α = 0.935–0.952). Inclusive leadership positively predicted performance (β = 0.336) and psychological capital (β = 0.474), while meaningful work predicted performance (β = 0.194) and psychological capital (β = 0.509). Psychological capital was positively associated with performance (β = 0.459). The indirect effects of inclusive leadership (β = 0.218) and meaningful work (β = 0.234) were significant. Because both direct and indirect paths remained positive and significant, psychological capital operated as complementary partial—not full—mediation. The model explained 85.5% of psychological capital and 88.5% of performance variance. The findings position inclusive, psychologically enabling management as a human-centered pathway to more responsive contraceptive access services for women.
References
1
[1] M. J. Renfrew et al., “Midwifery and quality care: Findings from a new evidence-informed framework for maternal and newborn care,” The Lancet, vol. 384, no. 9948, pp. 1129–1145, 2014. https://doi.org/10.1016/S0140-6736(14)60789-3
2
[2] A. Filby, F. McConville, and A. Portela, “What prevents quality midwifery care? A systematic mapping of barriers in low- and middle-income countries from the provider perspective,” PLOS ONE, vol. 11, no. 5, Art. no. e0153391, 2016. https://doi.org/10.1371/journal.pone.0153391
3
[3] S. H. Walker, C. Hooks, and D. Blake, “The views of postnatal women and midwives on midwives providing contraceptive advice and methods: A mixed method concurrent study,” BMC Pregnancy and Childbirth, vol. 21, Art. no. 411, 2021. https://doi.org/10.1186/s12884-021-03895-2
4
[4] N. Nurjaeni, Y. Sawangdee, U. Pattaravanich, C. Holumyong, and A. Chamratrithirong, “The role of structural and process quality of family planning care in modern contraceptive use in Indonesia: A multilevel analysis,” BMC Public Health, vol. 21, Art. no. 1790, 2021. https://doi.org/10.1186/s12889-021-11858-7
5
[5] A. K. Jain and K. Hardee, “Revising the FP quality of care framework in the context of rights-based family planning,” Studies in Family Planning, vol. 49, no. 2, pp. 171–179, 2018. https://doi.org/10.1111/sifp.12095
6
[6] I. M. Nembhard and A. C. Edmondson, “Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams,” Journal of Organizational Behavior, vol. 27, no. 7, pp. 941–966, 2006. https://doi.org/10.1002/job.413
7
[7] A. Carmeli, R. Reiter-Palmon, and E. Ziv, “Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety,” Creativity Research Journal, vol. 22, no. 3, pp. 250–260, 2010. https://doi.org/10.1080/10400419.2010.504654
8
[8] A. E. Randel et al., “Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness,” Human Resource Management Review, vol. 28, no. 2, pp. 190–203, 2018. https://doi.org/10.1016/j.hrmr.2017.07.002
9
[9] A. V. Korkmaz, J. van Engen, and M. M. Schalk, “About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research,” Human Resource Management Review, vol. 32, no. 4, Art. no. 100894, 2022. https://doi.org/10.1016/j.hrmr.2022.100894
10
[10] B. Javed, A. Khan, A. A. Bashir, and S. Arjoon, “Impact of inclusive leadership on innovative work behavior: The role of creative self-efficacy,” The Journal of Creative Behavior, vol. 54, no. 4, pp. 1–14, 2020. https://doi.org/10.1002/jocb.487
11
[11] S. Wang, L. Liu, and R. Zhu, “The mediating role of inclusive leadership: Work engagement and innovative behaviour among Chinese head nurses,” Journal of Nursing Management, vol. 27, no. 4, pp. 688–696, 2019. https://doi.org/10.1111/jonm.12754
12
[12] S. Siyal, A. Xin, M. Umrani, S. Fatima, and M. Pal, “Does inclusive leadership influence task performance of hospitality industry employees? The role of psychological empowerment and trust in leader,” Heliyon, vol. 9, no. 5, Art. no. e15507, 2023. https://doi.org/10.1016/j.heliyon.2023.e15507
13
[13] W. Guo, L. Liu, and T. Tian, “Inclusive leadership and team innovation: The role of team voice and performance pressure,” European Management Journal, vol. 37, no. 4, pp. 468–480, 2019. https://doi.org/10.1016/j.emj.2019.01.006
14
[14] M. F. Steger, B. J. Dik, and R. D. Duffy, “Measuring meaningful work: The Work and Meaning Inventory (WAMI),” Journal of Career Assessment, vol. 20, no. 3, pp. 322–337, 2012. https://doi.org/10.1177/1069072711436160
15
[15] B. D. Rosso, K. H. Dekas, and A. Wrzesniewski, “On the meaning of work: A theoretical integration and review,” Research in Organizational Behavior, vol. 30, pp. 91–127, 2010. https://doi.org/10.1016/j.riob.2010.09.001
16
[16] B. A. Allan, A. Batz-Barbarich, M. E. Sterling, and L. Tay, “Outcomes of meaningful work: A meta-analysis,” Journal of Management Studies, vol. 56, no. 3, pp. 500–528, 2019. https://doi.org/10.1111/joms.12406
17
[17] F. Martela, B. Ryan, and M. F. Steger, “What makes work meaningful? Longitudinal evidence for the importance of autonomy and beneficence for meaningful work,” Journal of Vocational Behavior, vol. 131, Art. no. 103631, 2021. https://doi.org/10.1016/j.jvb.2021.103631
18
[18] J. van Wingerden and J. van der Stoep, “The motivational potential of meaningful work: Relationships with strengths use, work engagement, and performance,” PLOS ONE, vol. 13, no. 6, Art. no. e0197599, 2018. https://doi.org/10.1371/journal.pone.0197599
19
[19] T. Schnell and C. Hoffmann, “ME-Work: Development and validation of a modular meaning in work inventory,” Frontiers in Psychology, vol. 11, Art. no. 599913, 2020. https://doi.org/10.3389/fpsyg.2020.599913
20
[20] F. Luthans, B. J. Avolio, J. B. Avey, and S. M. Norman, “Positive psychological capital: Measurement and relationship with performance and satisfaction,” Personnel Psychology, vol. 60, no. 3, pp. 541–572, 2007. https://doi.org/10.1111/j.1744-6570.2007.00083.x
21
[21] F. Luthans, J. B. Avey, B. J. Avolio, S. M. Norman, and G. M. Combs, “Psychological capital development: Toward a micro-intervention,” Journal of Organizational Behavior, vol. 27, no. 3, pp. 387–393, 2006. https://doi.org/10.1002/job.373
22
[22] J. B. Avey, R. J. Reichard, F. Luthans, and K. H. Mhatre, “Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance,” Human Resource Development Quarterly, vol. 22, no. 2, pp. 127–152, 2011. https://doi.org/10.1002/hrdq.20070
23
[23] A. Newman, U. Ucbasaran, F. Zhu, and G. Hirst, “Psychological capital: A review and synthesis,” Journal of Organizational Behavior, vol. 35, no. S1, pp. S120–S138, 2014. https://doi.org/10.1002/job.1916
24
[24] Z. Gong, Y. Chen, and H. Wang, “The influence of emotional intelligence on job burnout and job performance: Mediating effect of psychological capital,” Frontiers in Psychology, vol. 10, Art. no. 2707, 2019. https://doi.org/10.3389/fpsyg.2019.02707
25
[25] T. D. Nguyen, H. T. Pham, and M. T. Tran, “Psychological capital: A literature review and research trends,” Asian Journal of Business Ethics, vol. 8, no. 3, pp. 412–423, 2024. https://doi.org/10.1108/AJEB-08-2023-0076
26
[26] P. Rawat, S. S. Mahajan, and M. Gaur, “Employee reactiveness and inclusive leadership: Time to manage emotional diversity,” South Asian Journal of Business Studies, vol. 10, no. 3, pp. 357–376, 2021. https://doi.org/10.1108/SAJBS-02-2020-0042
27
[27] I. O. Orekoya, “Inclusive leadership and team climate: The role of team power distance and trust in leadership,” Leadership & Organization Development Journal, vol. 45, no. 1, pp. 94–115, 2024. https://doi.org/10.1108/LODJ-03-2023-0142
28
[28] R. Yasin, F. M. M. Fernando, and S. Caputi, “Inclusive leadership and turnover intention: The role of follower-leader goal congruence and organizational commitment,” Management Decision, vol. 61, no. 3, pp. 589–609, 2023. https://doi.org/10.1108/MD-07-2021-0925
29
[29] F. Montani, V. Boudrias, and A. Pigeon, “Employee recognition, meaningfulness and behavioural involvement: Test of a moderated mediation model,” The International Journal of Human Resource Management, vol. 31, no. 3, pp. 356–384, 2020. https://doi.org/10.1080/09585192.2017.1288153
30
[30] D. Dechawatanapaisal, “Meaningful work on career satisfaction: A moderated mediation model of job embeddedness and work-based social support,” Management Research Review, vol. 44, no. 6, pp. 889–908, 2021. https://doi.org/10.1108/MRR-06-2020-0308
31
[31] J. F. Hair, M. Sarstedt, C. M. Ringle, and J. A. Mena, “An assessment of the use of partial least squares structural equation modeling in marketing research,” Journal of the Academy of Marketing Science, vol. 40, no. 3, pp. 414–433, 2012. https://doi.org/10.1007/s11747-011-0261-6
32
[32] J. F. Hair, J. J. Risher, M. Sarstedt, and C. M. Ringle, “When to use and how to report the results of PLS-SEM,” European Business Review, vol. 31, no. 1, pp. 2–24, 2019. https://doi.org/10.1108/EBR-11-2018-0203
33
[33] J. Henseler, C. M. Ringle, and M. Sarstedt, “A new criterion for assessing discriminant validity in variance-based structural equation modeling,” Journal of the Academy of Marketing Science, vol. 43, no. 1, pp. 115–135, 2015. https://doi.org/10.1007/s11747-014-0403-8
34
[34] C. Fornell and D. F. Larcker, “Evaluating structural equation models with unobservable variables and measurement error,” Journal of Marketing Research, vol. 18, no. 1, pp. 39–50, 1981. https://doi.org/10.1177/002224378101800104
35
[35] C. Nitzl, J. L. Roldán, and G. Cepeda-Carrión, “Mediation analysis in partial least squares path modeling: Helping researchers discuss more sophisticated models,” Industrial Management & Data Systems, vol. 116, no. 9, pp. 1849–1864, 2016. https://doi.org/10.1108/IMDS-07-2015-0302
36
[36] X. Zhao, J. G. Lynch Jr., and Q. Chen, “Reconsidering Baron and Kenny: Myths and truths about mediation analysis,” Journal of Consumer Research, vol. 37, no. 2, pp. 197–206, 2010. https://doi.org/10.1086/651257
37
[37] G. Shmueli, S. Ray, J. M. Velasquez Estrada, and S. B. Chatla, “The elephant in the room: Predictive performance of PLS models,” Journal of Business Research, vol. 69, no. 10, pp. 4552–4564, 2016. https://doi.org/10.1016/j.jbusres.2016.03.049
License
Copyright (c) 2026 Lilis Setyowati, Untung Lasiyono, Yusuf Iskandar
This work is licensed under a Creative Commons Attribution 4.0 International License.
Article Information
Published
2026-06-27
Issue
Article Tools
Citation Impact
Crossref Cited-by
0
citations
Counted from citation links between Crossref-registered works.
Last checked 14 Nov 2026.