Exploring the relationship between person-job fit and burnout: the mediating role of perceived inclusion and moderating influence of inclusive and transactional leadership

Abstract

The purpose of this study is to examine the impact of person–job fit on burnout, highlighting the mediating role of perceived inclusion and the moderating effect of two leadership styles in this relationship: transactional and inclusive leadership. It is proposed that person-job fit mitigates burnout and perceived inclusion contributes to this negative relationship. Inclusive and transactional leaders are believed to intensify these effects. Our hypotheses were tested using a sample of 148 respondents. The results provide empirical evidence for perceived inclusion mediating the negative relationship between person-job fit and burnout. They further reveal a moderating effect of transactional leadership.