The Influence of Inclusive Leadership on Knowledge Sharing Behavior: Psychological Safety as A Mediated Variable Among Cross-Generational Civil Servants at The Riau Provincial Governor's Office

Abstract

Purpose – This study aims to examine the mediating role of psychological safety in the relationship between inclusive leadership and knowledge-sharing behavior (KSB) among civil servants while exploring potential intergenerational differences between younger and senior cohorts. Method – Using a cross-sectional, quantitative explanatory design, this study collected survey data from 209 civil servants at the Regional Secretariat of Riau Province through proportionate stratified random sampling. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) and PLS Multi-Group Analysis (PLS-MGA) in SmartPLS. Findings – The results indicate that inclusive leadership has a significant positive effect on psychological safety but does not have a significant direct effect on KSB. Conversely, psychological safety significantly enhances KSB and serves as a full mediator in the relationship between inclusive leadership and KSB. Furthermore, PLS-MGA reveals significant intergenerational differences: the effect of inclusive leadership on psychological safety is markedly stronger among the younger cohort. However, no significant generational differences were observed in the direct relationship between inclusive leadership and KSB. Originality/Value – This study contributes to the literature by challenging the assumption of homogeneity among public-sector personnel. By employing PLS-MGA, it reveals distinct sociopsychological sensitivities across generational cohorts within local government bureaucracy. Practical Implications – The findings demonstrate that inclusive leadership cannot independently promote knowledge-sharing behavior without first establishing a foundation of psychological safety. Consequently, local governments should formulate inclusive governance guidelines, implement leadership training focused on psychological safety, and establish intergenerational reverse-mentoring programs to reduce interpersonal anxiety among younger civil servants, thereby fostering a more collaborative bureaucratic environment.