The present study aimed to design and test a structural model examining the effect of inclusive leadership on pro-social rule breaking with the mediating role of psychological safety among employees of a public organization. This applied study employed a descriptive–survey design. The statistical population consisted of employees of a public organization, from which 385 participants were selected using convenience sampling. Data were collected using Javed’s (2021) Inclusive Leadership Questionnaire, Vardaman et al.’s (2014) Pro-Social Rule Breaking Questionnaire, and Edmondson’s (1999) Psychological Safety Scale. Construct validity was assessed through confirmatory factor analysis, and reliability was confirmed using Cronbach’s alpha coefficients. Data were analyzed using SPSS26 and AMOS25 through structural equation modeling. The structural model demonstrated acceptable fit indices (χ²/df=2.45, CFI=0.943, RMSEA=0.062). Inclusive leadership had a positive and significant direct effect on pro-social rule breaking (β=0.352, p<0.001). Psychological safety also showed a positive and significant effect on pro-social rule breaking (β=0.425, p<0.001). Furthermore, the indirect effect of inclusive leadership on pro-social rule breaking through psychological safety was significant (β=0.218, p<0.001), and the 95% confidence interval did not include zero, confirming the mediating role of psychological safety. The findings indicate that inclusive leadership fosters pro-social rule breaking by creating a psychologically safe environment. Inclusive leaders reduce fear of negative consequences, strengthen trust, and enhance employees’ sense of belonging, thereby encouraging innovative and adaptive behaviors. These results highlight the importance of developing inclusive leadership competencies in public organizations to promote innovation, flexibility, and responsiveness to environmental changes.