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The purpose of this paper is to investigate the extent to which ethical climate mediates between responsible leadership and employee turnover intention.

This study used the deductive logic approach to develop hypotheses and analytical framework. Data were collected through convenience sampling technique from branch-level employees of the Bank of Punjab Pakistan working in Lahore, Gujranwala and Gujrat Region. Data were analyzed to test the hypotheses via descriptive analysis and structural equation modeling using SPSS and Smart PLS.

Results confirmed a significant positive association between responsible leadership and ethical climate and a negative association between ethical climate and employee turnover intention. Furthermore, results also confirmed the mediating role of ethical climate between responsible leadership and turnover intention.

This study enhances the existing literature regarding responsible leadership, ethical climate and turnover intention. It also helps professionals to review their policies.

The theoretical contribution of this paper lies in exploring the relationship between responsible leadership and ethical climate. The current study empirically examined the mediating role of an ethical climate between responsible leadership and employee turnover. It contributes also to the literature regarding responsible leadership, ethical climate and turnover intention.

Through the lens of the leader–member exchange theory, this study assessed the relationship between inclusive leadership (IL) and project success by incorporating the mediating roles of psychological empowerment (PE) and psychological safety (PS).

Time-lagged data were collected from 328 employees working in project-based organisations across the information technology industry. Structural equation modelling (SEM) using AMOS 26 was employed for data analysis.

By using the SEM approach, the confirmatory factor analysis had verified the distinctiveness of the variables used in this study. The findings displayed that IL increased project success both directly and indirectly through the mediating roles of PE and PS.

This study addressed two research questions that have been left unanswered in the literature. The initial research question is “how IL enhances project success?”, and this study found that IL enhanced project success. The second research question is “what are the suggested mechanisms for IL to promote project success?” This study has proven that IL enhanced project success through two important mediating mechanisms, namely, PE and PS.