Does leading with inclusiveness promote innovative behaviours? Examining the role of work engagement and psychological safety

Abstract

Purpose Although the development of public organisations and the continual enhancement of public services depend on the creative behaviour of public employees, it is uncertain from earlier studies how and when inclusive leadership (IL) affects innovative behaviours (IB). This study aims to resolve the inconsistency in the literature by applying social exchange theory to examine the effect of inclusive leadership on employees’ innovative behaviour, while also examining the mediating role of work engagement and the moderating effect of psychological safety within this relationship. Design/methodology/approach The research model’s analysis draws from a data set of 200 employee–supervisor dyads. Data was collected from employees across diverse public sector organisations in the United Arab Emirates (UAE). Findings The results demonstrate that IL indirectly (via WE) and directly has a positive influence on employees’ IBs. This influence is enhanced when employees feel safe and do not have to be concerned about negative consequences. Originality/value Our study highlights a less-explored sector, unveiling the motivations behind IB among public sector employees. Moreover, this study provides valuable insights within a non-Western context, offering a unique perspective on the intricate relationship between IL, PS, employee engagement and IBs in the UAE public sector.