Abstract
Based on social exchange theory, this research introduced a model to understand factors that contribute towards inclusive leadership (IL) and its effect on innovative work behavior (IWB) with employee engagement (EE) as a mediator. Although the connection between IL and IWB is previously established. However, few studies have tested the potential mediation effect of EE particularly in the IT sector. Therefore, this investigation provides new insights as to how IL stimulates the innovation through the meditating impact of EE. Data collected through questionnaire were then analyzed through structural equation modeling. 116 participants have provided the data for this study. We found a positive association of IL with IWB, while the mediating effect of EE was also empirically established. This study is novel because it explained how IL can persuade their subordinates to exhibit positive behavioral outcome (i.e. IWB). Furthermore, the current study also might help the policymakers to devise effective leadership training programs so that their managers may adopt IL style and make the employees more engaged and innovative.
Highlights
Today’s era of intense competition has made it essential for organizations to stay competitive and innovative as compared to their rival firms
Organizational innovation highly depends on the employees’ innovative work behavior (IWB) and it provides a competitive advantage to the firms (Mansoor et al, 2020)
RQ2: Does EE mediate the relationship of inclusive leadership (IL) and IWB? To contribute to the existing literature, this study provides useful insights regarding how IL promotes employees’ IWB
Summary
Today’s era of intense competition has made it essential for organizations to stay competitive and innovative as compared to their rival firms. This can be achieved through an engaged and innovative workforce. Organizational innovation highly depends on the employees’ innovative work behavior (IWB) and it provides a competitive advantage to the firms (Mansoor et al, 2020). IWB is an extra role behavior of employees that is practiced in the turbulent business environment. Agarwal (2014) found that the organizations are very much inclined to discover antecedents of employees’ IWB. Scholars have highlighted multiple antecedents of IWB at organizational levels. It was discovered that the organizational innovation can only be achieved through the inclusion of innovative workers
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