Abstract
The supervisor-subordinate dyad has been well articulated in the framework of inclusive leadership and employee outcomes. Applying a multisource dataset from China, the present study develops a trickle-down model of inclusive leadership across three hierarchical levels (i.e., top managers, supervisors, and employees). Building on social learning theory and social exchange theory, the study found empirical support for the assumptions that both top management and supervisory inclusive leadership have a positive effect on employees’ innovative behavior. In addition, the findings support the proposition that supervisor's inclusive leadership mediates the effects of top manager's inclusive leadership on employees’ innovative behavior. The study also verified that vicarious learning and organizational inclusion climate jointly moderate the relationship between the top manager's inclusive leadership and the supervisor's inclusive leadership. The contribution, limitations, and future directions are also discussed.
Published Version
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