Inclusive leadership and innovative work behaviors: a moderated mediation model

Abstract

PurposeThis research aimed to determine how and why inclusive leadership is effective in innovative work behaviors (IWBs). For this purpose, a conceptual model including inclusive leadership, IWBs, psychological resilience capacity and leader–member exchange (LMX) has been proposed.Design/methodology/approachTo test the proposed model, a questionnaire was administered to the employees of a Turkish telecommunications company located in Istanbul and Ankara. Data obtained from 459 employees selected by convenience sampling method were analyzed using SPSS-24 and PROCESS macro.FindingsThe results show that inclusive leadership has a positive effect on IWBs through psychological resilience capacity. Additionally, it has been determined that LMX plays a moderated mediation role in this relationship.Originality/valueThe research model, which is a new attempt in the literature, contributes to filling a significant gap in leadership research and presents a holistic perspective to readers and practitioners in understanding the effects of the inclusive leader on IWBs by testing the moderated mediation effect of LMX.