Abstract
Despite extensive literature on leadership and its impact employee innovative behavior, few studies have explored the relationship between inclusive leadership and employee innovative behavior. To address this gap, this study aimed to investigate how inclusive leadership influenced employee innovative behavior by examining perceived organizational support (POS) as a mediator. We used multi-wave and multi-source data collected at 15 companies in China to test our theoretical model. Results revealed that inclusive leadership had significantly positive effects on POS and employee innovative behavior. Furthermore, POS was positively related to employee innovative behavior and partially mediated the relationship between inclusive leadership and employee innovative behavior. We discussed implications and limitations of this study as well as avenues for future research.
Highlights
In a competitive environment characterized by globalization, shortened product life cycles, and rapid technological change [1], innovation has been regarded as the crucial facilitator for growth, performance, and competitiveness [2]
Age, education, and tenure, inclusive leadership was positively related to employee innovative behavior (β = 0.339, SE = 0.081, p
We aimed to investigate how and why inclusive leadership influenced employee innovative behavior based on organizational support theory and social exchange theory
Summary
In a competitive environment characterized by globalization, shortened product life cycles, and rapid technological change [1], innovation has been regarded as the crucial facilitator for growth, performance, and competitiveness [2]. Investigators have sought to identify determinants of employee innovative behavior [6,8]. Many determinants have been explored, such as knowledge sharing [9], human resource (HR) management practices [10], innovation climate [11], absorptive capacity [12], and perceived innovation job requirements [7]. Among all these determinants of innovative behavior, leadership has been arguably noted as the most important factor that influenced creativity and innovation in organizations [13]. Several studies indicate that transformational leadership [1,14], ethical leadership [15], and paternalistic leadership [16] significantly influenced employee
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