Leveraging intellectual capital in hybrid workplaces: the role of prosocial leadership, leader–member exchange and inclusive workplace climate in shaping career satisfaction

Purpose Drawing primarily on the intellectual capital (IC) perspective, supported by social exchange theory (SET), leader–member exchange (LMX) theory, and self-determination theory (SDT), this study examines the association between prosocial leadership (PL) and career satisfaction (CS) among information technology (IT) professionals in hybrid work settings. It further examines the mediating role of LMX and the moderating role of inclusive workplace climate (IWC) in this relationship. Design/methodology/approach A cross-sectional survey was conducted among 394 IT professionals employed in large and medium-sized organisations in India. Data were analysed using partial least squares structural equation modelling (PLS-SEM) to evaluate the proposed direct, mediating, moderating, and moderated mediation relationships. Findings PL is positively associated with CS through LMX. IWC strengthens the relationship between PL and LMX, thereby reinforcing the indirect relationship between PL and CS. From an IC perspective, these findings suggest that leadership capability, relational mechanisms, and enabling organisational conditions may support processes relevant to the development and mobilisation of intangible resources in hybrid work environments. Originality/value This study extends IC discourse by conceptualising PL, LMX, and IWC as a leadership capability, relational mechanism, and enabling organisational condition, respectively, that may support the development and mobilisation of intangible resources. It further advances understanding of how these factors are associated with career satisfaction in digitally mediated hybrid workplaces.