Does inclusive leadership incite innovative work behavior?

A dual mediation model of the association between principal inclusive leadership and teacher innovative behavior

Teacher innovation is crucial for the education system to adapt to contemporary society's evolving demands. However, the underlying mechanism of how inclusive leadership positively impacts employees' innovative behavior remains incomplete. Therefore, drawing upon the social cognitive theory, this study aims to comprehensively examine the mediating effects of teachers' psychological empowerment and school innovation climate on the relationship between inclusive leadership and innovative behavior among primary and junior teachers. A total of 358 valid questionnaires were administered to primary and junior teachers in mainland China using a convenience sampling approach. The data were analyzed using hierarchical linear modeling and bootstrap testing, revealing a positive relationship between principal inclusive leadership and teacher innovative behavior. Additionally, teachers' psychological empowerment and school innovation climate were found to mediate this relationship, with the former playing a crucial role. The findings can enhance existing research on the impact of inclusive leadership in basic education. They also offer a new perspective for analyzing how inclusive leadership affects employees' innovative behavior and provide valuable insights into stimulating innovation among primary and junior teachers.

A study on the double-edged sword effect of inclusive leadership on employees' work behaviour-dual path perspective of cognition and affection

In order to cope with the volatile social environment and organisational change, more and more scholars call on leaders to stimulate subordinate effectiveness to a greater extent with inclusive behaviour. Existing studies focus on the positive impact of inclusive leadership, but ignore its potential negative impact. This study integrates Cognition-affection Personality System Theory to explore the double-edged sword mechanism of inclusive leadership on subordinates' work behaviour. Through the data analysis of 518 paired questionnaires collected in three stages, the results are as follows: Inclusive leadership has a positive impact on subordinates' psychological entitlement and state gratitude; Psychological entitlement and state gratitude play mediation roles not only between inclusive leadership and work withdrawal behaviour, but also between inclusive leadership and active behaviour; Subordinate narcissistic personality moderates the positive effect of inclusive leadership on psychological entitlement and state gratitude, and then moderates the indirect effect of inclusive leadership on subordinate work withdrawal behaviour and proactive behaviour through psychological entitlement and state gratitude. The above results expand the research on the action mechanism and boundary conditions of inclusive leadership in Chinese organisational context, and provide practical guidance for organisational managers to effectively conduct inclusive leadership.

Does employee engagement promote innovation? The Facilitators of innovative workplace behavior via mediation and moderation

The demonstration of innovative behaviour by employees plays a crucial role in enabling organisations to effectively respond and adapt to the rapidly evolving business landscape. There has been an increase in research aimed at identifying the factors that contribute to the progressive development of innovative capacity, as there has been a substantial rise in interest in the comprehension of innovation mechanisms. Drawing on self-determination theory, this study aims to investigate the effect of employee engagement on innovative work behavior. The mediating role of employee voice behavior was also explored. Additionally, this study examines the potential moderating impact of perceived distributive justice on the relationship between employee engagement and innovative work behavior. A quantitative study was undertaken using a sample size of 180 participants who were employed in the manufacturing sector of Pakistan. Partial least squares structural equation modelling (PLS-SEM) was used to analyze the results of the study. The results revealed that engaged employees are more likely to exhibit innovative behavior. Furthermore, employee voice was discovered to fully mediate the relationship between employee engagement and innovative behavior, as well as to have a significant influence on both employee engagement and innovative behavior. However, the findings did not support the hypothesis that perceived distributive justice moderates the association between employee engagement and innovative behavior. Future research directions and managerial implications were also mentioned.

Effects of Superior-Subordinate Guanxi on Employee Innovative Behavior: The Role of Follower Dependency and Work Passion

In the face of an increasingly complex competitive environment, a company's ability to innovate is the key to a gaining sustainable competitive advantage. As the cornerstone of an organization's survival and development, employee innovative behavior is key to enhancing an organization's innovative capability. Based on a conservation of resources, this study investigates the mechanism of the role of superior-subordinate guanxi on employees' innovative behavior from both emotional and cognitive perspectives. Through the analysis of 305 full-time employees' research data, the results show that superior-subordinate guanxi can promote employees' innovative behavior by stimulating their work passion and reducing their dependence on superiors. Our research provides certain theoretical guidance and policy recommendations for enterprises to improve the innovation ability of employees by revealing the internal mechanism of superior-subordinate guanxi affecting the innovation behavior of employees.

Does inclusive leadership influence task performance of hospitality industry employees? Role of psychological empowerment and trust in leader

Drawing on the social exchange theory, this research advances the understanding of leadership and task performance in the hospitality industry in China by exploring the impact of inclusive leadership on the task performance of subordinates working in dyadic forms. The current literature is scarce on the role of leadership in increasing the task performance of employees working in teams in dyadic forms. Multi-level sample of 410 leaders-subordinates in the hospitality industry was used to derive the research findings using PLS-SEM. The results indicated a positive influence of inclusive leadership on the task performance of subordinates. Psychological empowerment mediated this direct relationship. In addition, trust in leaders strengthened the direct link of inclusive leadership with task performance and psychological empowerment. The findings demonstrate that leaders in the hospitality industry should adopt an inclusive leadership style as it contributes to employee task performance, which improves the industry's performance.

Inclusive leadership and innovative work behaviors: a moderated mediation model

Purpose

This 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/approach

To 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.

Findings

The 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/value

The 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.

Impact of Job Crafting on Employee’s Innovative Work Behaviour in Renewable Energy Companies in Amman

Employees that are highly engaged are more likely to put out effort in their given responsibilities, solve problems creatively and innovatively, and show initiative and enthusiasm at work. The service company has become innovative. Due to the obvious short product life cycle and globalization, companies cannot imagine growing without innovation. Unlike in the past, when the quest for innovation was limited to a select few, today’s search for innovation involves all of the company’s employees. Hence, this study examined impact of job crafting on employee’s innovative work behavior in Renewable Energy Companies in Amman. The data were collected from 200 managers, heads of departments, production supervisors and workers in renewable energy companies. In addition, the study employed Multiple Regression Analysis. The results of this study showed that task crafting, cognitive crafting and relation crafting have significant and positive effect on innovative work behavior in Renewable Energy Companies in Amman. This research is aimed to get a deeper understanding of job crafting and its micro level investor consequences, which have never been studied previously.

Employee Engagement and Innovative Work Behavior Among Chinese Millennials: Mediating and Moderating Role of Work-Life Balance and Psychological Empowerment

Given the ever-changing business environment, organizations are forced to consider innovation as an essential prerequisite to enhance their efficiency, productivity, and sustainability. In this regard, organizations pay increased attention to enhancing employees' engagement (EE) and stimulating their innovative work behaviors (IWBs). Research emphasizes the importance of employees' IWBs in achieving competitive advantages and organizational sustainability. In this research, we address the question of whether employee engagement leads to stimulating IWBs of the Chinese millennial workforce in service industries. In addition, we explore the potential mediating effect of work-life balance (WLB) and the moderating influence of psychological empowerment (PE) on the relationship between EE and IWBs. Self-administered questionnaires were used to collect data from 372 Chinese senior employees working in the IT, trade, real estate, financial, and telecommunication industries. Our empirical findings showed that highly engaged employees are most likely to exhibit IWBs and maintain a WLB. In addition, the relationship between EE and IWB was partially mediated by WLB. Moreover, the interaction between EE and PE was found to strengthen employees' IWBs. Our study contributes to understanding the importance of EE as an essential prerequisite for millennials' IWBs and provides new insights for service organizations to encourage employees' IWBs. This study contributes to the human resource management field by offering valuable implications vis-à-vis how service organizations operating in a turbulent business environment stimulate the IWBs of their millennial workforce.

Inclusive Leadership and Employees’ Helping Behaviors: Role of Psychological Factors

Based on social learning theory, the present study investigates the influence of inclusive leadership on employees’ helping behaviors. Further, psychological mechanisms (psychological safety and psychological engagement) are investigated in the relationship between inclusive leadership and employees’ helping behaviors. The data was collected in three time-lags through a questionnaire from 409 nurses working in the health sector of Pakistan. The collected data was analyzed through IBM-SPSS and AMOS to test the proposed model. The study’s findings show that inclusive leadership positively influences employees helping behaviors. Moreover, the psychological factors (i.e., safety and engagement) mediate the relationship between inclusive leadership and employees’ helping behaviors. Theoretical and practical implications for managers, practitioners, and organizations are discussed, while study limitations and directions for future research are also highlighted.

A CSR Perspective to Drive Employee Creativity in the Hospitality Sector: A Moderated Mediation Mechanism of Inclusive Leadership and Polychronicity

The hospitality sector, especially the hotel business, is at a crossroads. Dynamic business environments, rivalries, and isomorphisms in service operations are significant challenges for hotel enterprises. Fostering employee creativity is undoubtedly something that can well position a hotel in the face of competition. Research shows that corporate social responsibility (CSR) perceptions of employees for an enterprise can motivate them to be engaged in creativity. At the same time, it has also been mentioned that corporate leaders could significantly influence the behavior of employees. Nevertheless, employee creativity in a CSR framework has not been well-explored in a hospitality context. Moreover, the role of leadership, especially inclusive leadership styles, has been less discussed to spur employee creativity from a CSR perspective. To bridge the above knowledge gaps, this study investigates the relationship between CSR and employee creativity with the mediating effect of inclusive leadership in the hotel industry of a developing economy. Moreover, the conditional indirect effect of employee polychronicity was also tested in the proposed mediated relationship. For data collection, an adapted questionnaire was taken into consideration by employing a paper–pencil method (n = 427). A hypothetical model was refined and validated through structural equation modeling (SEM). The results confirmed that CSR can drive employee creativity significantly, and inclusive leadership partially mediates this relationship. It was also realized that polychronicity has a significant conditional indirect effect on the above-mediated relationship. These outcomes contribute to improvements in the hotel management, as well-designed CSR activities both improve the hotel’s image as an ethical enterprise and increase creativity among employees.

An Inclusive Leadership Framework to Foster Employee Creativity in the Healthcare Sector: The Role of Psychological Safety and Polychronicity

Creativity at the level of employees is of utmost importance for every sector of an economy, with no exception to a healthcare system. The reason why employee creativity is important lies in the fact that employees have profound knowledge of their job and thus can serve as a source of meaningful innovation in an organization. Research shows that employee creativity is largely dependent on leadership. Corporate leaders significantly influence subordinates’ behavior. However, with the economic development, globalization, and changing business environment, a traditional authoritative leadership style can no longer be effective in understanding employees’ psychological needs to foster their creative behavior. In this regard, the role of inclusive leadership as an effective organizational management strategy was recently discussed in literature at different levels. It was also stated that an inclusive leader could foster employee creativity. However, such relationships in healthcare systems of developing economies have largely remained under-explored previously. We explored employee creativity in a healthcare context of a developing economy in an inclusive leadership framework to bridge such knowledge gaps. We also investigated the mediating roles of psychological safety and polychronicity in the above-stated relationship. We collected the data from hospital employees through a questionnaire (paper–pencil method). A hypothetical model was developed, which was tested through structural equation modeling in AMOS. Based upon the statistical outcomes, we found that an inclusive leadership style in a hospital can significantly foster employee creativity, whereas psychological safety and polychronicity mediate this relationship. This study offers different theoretical and practical insights, especially to a healthcare system. An important finding was that an inclusive leader can motivate the followers to be more creative. This finding is significant for a hospital because creative employees provide a hospital with a solid competitive base.

What Drives Employees' Innovative Behaviors in Emerging-Market Multinationals? An Integrated Approach

The coronavirus disease 2019 (COVID-19) pandemic has severely damaged the global industrial supply chain and accelerated the digital transformation of the global economy. In such rapidly changing environments, multinational corporations (MNCs) should encourage employees to be more innovative in various fields than ever before. With the onset of the COVID-19 pandemic, employees have become psychologically anxious, their working conditions have deteriorated, and they are in danger of losing their jobs. In this study, we aim to address the question of whether servant leadership facilitates the innovative behavior of employees working in emerging-market MNCs when servant leadership is adopted within the firms. In addition, we explore the mediating roles of work-life balance and psychological stability perceived by employees, and the moderating role of organizational climate in the relationship between servant leadership and MNC employees' innovative behavior. In doing so, we collected data from a sample of 307 Chinese employees who are employed by five different Chinese MNCs from the Internet, information technology, electronics, and e-commerce industries. Based on a sample of survey data collected from employees of Chinese MNCs, we empirically test these ideas by specifically examining how servant leadership may shape the innovation behavior of employees in these MNCs. The results suggest that servant leadership positively influences employees' innovative behavior, and that the contribution of servant leadership to employees' innovative behavior is mediated by work-life balance and psychological stability as well as moderated by the degree of organizational climate. Moreover, the different organizational climates of these MNC employees are also expected to significantly shape the relationship between servant leadership and employees' innovative behavior. This study enriches our understanding of the importance of servant leadership in driving the innovative behaviors of employees in emerging-market MNCs and provides new insights into the mechanisms through which emerging-market MNCs can motivate their employees to be more innovative in their jobs. Thus, this study contributes to the research on human resource management by offering important implications vis-à-vis how MNCs manage their employees more effectively in addressing and responding to the dramatically changing global landscape in the post COVID-19 era.

The mediating role of job autonomy between performance feedback and work performance: A millennial perspective

BACKGROUND: During such an uncertain time like a pandemic, job autonomy can play a pivotal role. It can build bridges between performance feedback and work performance in the millennial workplace. To do so, a set of management practices must be put in place to meet millennial needs. OBJECTIVE: This paper’s aim is to explore how job autonomy can be used at its best in the context of the millennial generation and the relationship to both performance feedback and work performance. METHODS: A theoretical performance feedback-work performance model mediated by job autonomy has been built based on current literature and empirical research. The research sample consisted of 185 purposefully selected working students from the Faculty of Management at the University of Łódź. RESULTS: Individual autonomy can play a positive mediating role between performance feedback and work performance in the millennial workplace. Job autonomy is a partly mediating construct regarding the model. CONCLUSIONS: Job autonomy is an important tool to improve individual performance through individual-tailored performance feedback. This study shows how a line manager can be a more future-oriented coach and an effective listener rather than just being somebody who constantly monitors their work.

Spiritual leadership as a pathway toward innovative work behavior via knowledge sharing self-efficacy: moderating role of innovation climate

Purpose

Although previous studies have studied the impact of spiritual leadership (SL) on employees’ innovation, the research on mechanisms and the boundary conditions for stimulating this relationship is scant. This paper aims to follow the idea of social capital theory (SCT), which contends that social relationships are resources that lead toward the development of intellectual capital, important for innovative work behavior (IWB) of employees; the mediating role of knowledge sharing self-efficacy (KSSE) and moderating role of innovation climate (IC) are considered.

Design/methodology/approach

The authors collected the data from the foreign and local employees working in multinational companies in China. The quantitative analysis was performed using Smart-PLS 3.0.

Findings

The results indicated that employee high-ranking of SL is positively related to KSSE. Moreover, SL is significant to enhance IWB, whereas KSSE explained this relationship. The authors also suggest that an employee’s KSSE is significant to form important behavior at work (IWB). However, IC did not play its moderating role in the SL – IWB link.

Originality/value

This study explores the influence of the leadership style (SL) on employees’ KSSE and the effect of KSSE on IWB, which have not been studied previously. The current study confirms the relationship between SL and IWB in the multicultural workplace and reveals the deeper influence of an individual’s belief (KSSE) mechanism between them. SCT was applied to explain the proposed relationships.

Moderating Multiple Mediation Model of the Impact of Inclusive Leadership on Employee Innovative Behavior

Leadership is an important antecedent variable of employee innovative behavior. In previous studies, the influence of inclusive leadership on employee innovative behavior mainly focus on one mediating variable, which may lead to a deviation in parameter estimation due to the omission of other mediating variables. According to the social cognitive theory and motivation theory and from the perspective of cognitive-motivation integration, this study establishes a moderating multi-mediation model to understand the impact of inclusive leadership on employee innovative behavior. Psychological safety and creative self-efficacy are used as mediating variables, and innovation rewards are used as moderating variables. The data are collected from 418 employees of the manufacturing industry in China. The results show that, at first, inclusive leadership has a positive effect on employee innovative behavior. Secondly, both psychological safety and creative self-efficacy play partial mediating effects between inclusive leadership and employee innovative behavior, with the effect of the former being significantly smaller than that of the latter. Thirdly, innovation rewards positively moderate the relationships of "psychological safety-employee innovative behavior" and of "creative self-efficacy-employee innovative behavior." Fourthly, innovation rewards positively moderate the indirect effect of inclusive leadership on employee innovative behavior through psychological safety and creative self-efficacy. These findings are not only helpful to expand how inclusive leadership influences the innovative behavior of employees but also provides some suggestions for enterprise innovation development.

Stimulation of Employees’ Green Creativity through Green Transformational Leadership and Management Initiatives

Drawing upon the componential theory of creativity and social information processing theory, this research elucidates how and why the synergy of green HR practices and green strategies stimulate green creativity. It also explores the possible mediation effect of green transformational leadership (TFL) on the relationship between organizational interventions and green creativity. Survey questionnaires were used to collect data from managers working in large manufacturing firms. The structural equation modeling technique was applied to test the hypothesized relationships. Findings of research revealed that green management initiatives and green TFL stimulate green creativity. Moreover, the intervening impact of green TFL on the relationship between the aforementioned relationships was also established. Policymakers should devise green strategies and provide support to green HR practices for the stimulation of green creativity, whereas HR managers must ensure the compatibility of HR functions with corresponding organizational green strategies. Employees involved in green creative behaviors should be rewarded and retained. Training must be provided in order to keep employees abreast of the latest practices for environment conservation. Furthermore, managers should exhibit a green TFL style to advance green management initiatives and fuel green creativity among employees. This study highlights the significance of the synergy between green HR practices and the firm’s green strategies to stimulate employees’ green creativity. Furthermore, green management initiatives were also found to be the contextual precursor of green TFL, which enhances our understanding of the green TFL style. Lastly, the mediation effect of green TFL implies that it can serve as a proximal HR outcome to implement the organizational green agenda.

Impact of employees engagement and knowledge sharing on organizational performance: Study of HR challenges in COVID-19 pandemic

PURPOSE: When the economy’s in terrible shape, any of us is lucky to have a job, human resources managers worrying about whether or not employees are contributing to the organizational goals and objectives, and how to pursue the recruitment and selection process, employee’s engagement, and, training and development activities, these are the current human resource management challenges which are created due to COVID-19 pandemic. Organizations around the world are facing a tough situation, first time in history, the worth of one-barrel oil fell to less than nothing on 20th April 2020, the only reason is behind this is the current lockdown around the world. The physical workplace is converted into a virtual workplace, now the HR managers are planning how to engage the employees efficiently. This study pursued to examine the effect of employee’s engagement on organizational performance through the mediating effect of knowledge sharing for employees of higher educational institutions. METHOD: A quantitative research method is used in this study, non-probability sampling design with a focus on convenient sampling frame is deployed in this study. The questionnaire is adapted from the past studies, Initially Google forms were used to collect the data, due to lower response rate questionnaire were distributed in hard copies and sent to the targeted respondents. Structured Equation Modeling (SEM) is used to test the conceptual framework. RESULTS: The results showed that employee engagement has a significant and positive impact on organizational performance. Further, it was found that knowledge sharing has a significant and positive impact on organizational performance. Moreover, knowledge sharing only partially mediated the association between employee engagement and organizational performance. Covid-19 pandemic is destroying global economies, but at the same time its bringing different opportunities for organizations also. Now organizations have to think about how to avail this opportunity, organizations are going virtually, and in this situation, it is the biggest challenge for the Human Resource (HR) managers to manage the employee effectively.

Supporting Role of Society and Firms to COVID-19 Management among Medical Practitioners

Measurement of job stress and employees’ commitment are few of the admired topics in the corporate world amongst business writers. With a principal aim to trial the blow of exposure to COVID-19 patients on doctors’ job stress and commitment, in Pakistan; data have been collected through 7-10 min telephonic interview from voluntary participants and a sample of 129 responses were analyzed by Structure Equation Modeling-Partial Least Square (SEM-PLS) path modeling through Smart PLS 3.2. The results of the study indicated; direct positive & significant impact of Extent of Exposure on Job Stress while direct negative, significant association with Commitment. Job Stress also observed having direct negative impact on commitment. The Extent of Exposure-Job Stress relationship was also found stronger among group of doctors having Low level of Perceived Organizational Support and weaker among group of doctors having High level of Perceive Organizational support. Perceived Organizational Support showed a moderating effect on the Extent of Exposure-Job Stress relationship; while, Social Support showed no moderation. Researchers are required to investigate more and management of the medical services providers (both hospitals and government) needs to focus on doctors’ perception about Organizational Support, as doctors show no concern about the support from society as long as their well-being is cared for by respective hospitals. This study is an effort to stimulate more empirical evidence towards the treating and handling of COVID-19 patients and the psychological well-being of doctors.