Inclusive leadership and employee innovative work behaviours: Testing a psychological empowerment and leader-member exchange moderated-mediation model

Çetinkaya, Bülent; Yeşilada, Tahir

doi:10.1080/14330237.2021.2002035

Cited by 7 publications

(9 citation statements)

References 23 publications

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“…Psychological empowerment ( period 1) scale consists of 12 items and was developed by Spreitzer (1995). Example items include the following: “The work I do is meaningful to me,” “I have significant influence over what occurs in my department” and “The work I do is extremely important.” Other studies that employed the same scale, including Çetinkaya and Yeşilada (2022), reported its high reliability. Cronbach’s alpha value of this scale is 0.947.…”

Section: Methodsmentioning

confidence: 80%

Innovative work behavior and psychological empowerment: the importance of inclusive leadership on faculty members in Iraqi higher education institutions

Alwali

2024

JOCM

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PurposeDrawing upon social exchange theory and self-determination theory (SDT), this study investigates the influence of psychological empowerment (PE) on innovative work behavior (IWB) among faculty members in Iraqi institutions of higher education. Additionally, this study aims to explore the role of inclusive leadership (IL) as a mediator between PE and IWB. Academic institutions are vital contributors to economic expansion through their research and the development of highly qualified graduate employees.Design/methodology/approachTo test the developed hypotheses, a quantitative approach was used with structural equation modeling via partial least squares (PLS-SEM) and bootstrapping estimation. The analysis was conducted using 497 responses.FindingsThe results of this study demonstrate that PE has a positive impact on IWB among faculty members. Furthermore, IL mediates the relationship between PE and IWB.Originality/valueThis study contributes to the existing literature by highlighting the significance of IL in encouraging employee participation in organizational change. The findings also suggest that IL plays a crucial mediating role in the relationship between PE and IWB among faculty members in Iraqi institutions of higher education.

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Section: Methodsmentioning

confidence: 80%

Innovative work behavior and psychological empowerment: the importance of inclusive leadership on faculty members in Iraqi higher education institutions

Alwali

2024

JOCM

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“…Many studies have been conducted to investigate the mechanisms by which inclusive leadership influences employees’ innovative behavior, with Cetinkaya et al investigating the relationship between inclusive leadership and innovative work behavior, as well as the roles of psychological empowerment and leader-member exchange in this relationship. The findings revealed that inclusive leadership predicted an increase in workers’ innovative work behaviors, with psychological empowerment as a mediation in this relationship ( Cetinkaya and Yesilada, 2022 ). Other mediating variables, such as psychological security ( Brown and Treviño, 2006 ; Kark and Carmeli, 2009 ; Javed et al, 2019 ; Wang et al, 2021 ), creative self-efficacy ( Tierney and Farmer, 2002 ; Javed et al, 2021 ; Wang et al, 2021 ), knowledge sharing ( Lee et al, 2010 ), psychological capital ( Fang et al, 2019 ), perceived organizational support ( Qi et al, 2019 ), Error Management Climate and Self-Efficacy ( Yuan et al, 2022 ), and Employee Voice Behavior ( Zheng et al, 2022 ), have also been used in studies to investigate the impact of inclusive leadership on employees’ innovative behavior.…”

Section: Discussionmentioning

confidence: 99%

“…Consequently, employees would work under inclusive leaders are encouraged to put forward their ideas and suggestions bravely, which in turn promotes and facilitates innovation in their firms (Javed et al, 2018;Elsaied, 2020). Recent related research further confirms that inclusive leadership significantly and positively predicts employees' innovative behavior (Wang et al, 2021;Cetinkaya and Yesilada, 2022;Zhong et al, 2022). Based on the above analysis, it was considered necessary to propose the following hypothesis:…”

Section: Inclusive Leadership and Employees' Innovative Behaviormentioning

confidence: 97%

“…Some mediating variables, such as psychological empowerment ( Javed et al, 2019 ; Cetinkaya and Yesilada, 2022 ), workplace friendship Berman et al, 2002 , psychological safety ( Brown and Treviño, 2006 ; Kark and Carmeli, 2009 ; Javed et al, 2019 ; Wang et al, 2021 ), intrinsic motivation ( Siyal et al, 2021 ), Innovative self-efficacy ( Tierney and Farmer, 2002 ; Javed et al, 2021 ; Wang et al, 2021 ), Team psychological safety ( Edmondson, 1999 ), knowledge sharing ( Lee et al, 2010 ), psychological capital ( Fang et al, 2019 ), perceived organizational support ( Qi et al, 2019 ), have been investigated in relation to the effects of inclusive leadership on employees’ innovative behavior. In order to take effective measures to improve employee innovation from various perspectives, it is vital to investigate new mediating variables that can have a mediating effect.…”

Section: Introductionmentioning

confidence: 99%

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Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach

Li²

2023

Front. Psychol.

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IntroductionAlthough employees’ silence is a common phenomenon in organizations, the mediating role of relational silence has not been studied in inclusive leadership and innovative behavior. In this study, based on the theory of social exchange, relational silence is used as a mediating variable to explore the internal mechanisms of inclusive leadership on employees’ innovative behavior.MethodsData from 263 in-service leaders and employees were collected using convenience sampling and analyzed using Amos and SPSS statistical software package via questionnaires distributed to companies in six cities in the Guangdong province of China.ResultsThe results showed that inclusive leadership has a significant positive predictive effect on employees’ innovative behavior (β = 0.590, p < 0.01), while inclusive leadership is negative and significantly correlated with relational silence (β = −0.469, p < 0.01). More so, relational silence has a significant negative correlation with employees’ innovative behavior (β = −0.408, p < 0.01), and relational silence partially mediates the relationship between inclusive leadership and employee innovation behavior.DiscussionThe mediating role of relational silence between inclusive leadership and employees’ innovative behavior is revealed for the first time, theoretically broadening and enriching the connotation of inclusive leadership’s influence mechanism on employees’ innovative behavior and providing new ideas in practice for constructing inclusive leadership styles, reducing the incidence of relational silence, and evoking employees’ innovative behavior.

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“…First, in the employee-leader relationship, leadership style conveys an organization's management philosophy and behavioral norms, which guide employees (Zhou and Chen, 2020;Alshebami, 2021). Employee can judge the organization's attitude toward deviant behaviors by processing information about leaders' tolerance of employees' deviant behavior (Meeuwissen et al, 2021;Cetinkaya and Yesilada, 2022). Leaders' tolerance of employees' deviant behavior can enhance employees' psychological contract and loyalty to the organization and thus help stimulate the implementation of extra-role behaviors (Aquino et al, 2009), namely, perceived deviance tolerance can trigger employees' motivation and initiative to innovate (Holtz and Harold, 2010;Wang et al, 2021).…”

Section: Perceived Deviance Tolerance and Innovative Behaviormentioning

confidence: 99%

How does deviance tolerance enhance innovative behavior? The mediating role of cognitive crafting and the moderating role of regulatory focus

Liu

Gong

et al. 2023

CMS

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Purpose Drawing on the social information processing theory, this study aims to adopt a moderated mediation model to investigate the mediation role of cognitive crafting and the moderation role of regulatory focus in the relationship between perceived deviance tolerance and employee innovative behavior. Design/methodology/approach A questionnaire study with 181 employees from a state-owned communications technology company in China was conducted through a two-wave survey, with a one-month lagged design. The model is tested through confirmatory factor analysis, correlation analysis and PROCESS bootstrapping program in SPSS24.0 and AMOS22.0 software. Findings This study confirms that perceived deviance tolerance is positively related to innovative behavior, while cognitive crafting mediates the relationship between perceived deviance tolerance and innovative behavior. Furthermore, the promotion focus positively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher promotion focus enhances the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior. The prevention focus negatively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher prevention focus weakens the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior. Practical implications Organizations need to establish a tolerant and inclusive management system and create a harmonious working atmosphere to provide a platform basis to inspire the innovative behavior of employees. Also, regulatory focus variables are suggested to be considered in organizational human resource management processes (e.g. recruitment and training) to improve organizational person–job fit. Originality/value The primary contribution of this study is to confirm that perceived deviance tolerance has a positive impact on innovation behavior and thereby providing a new perspective to understand the impact effect of perceived deviance tolerance. Another contribution the study explores the mechanisms and boundary conditions of perceived deviance tolerance on innovative behavior fills the theoretical gap of perceived deviance tolerance.

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Inclusive leadership and employee innovative work behaviours: Testing a psychological empowerment and leader-member exchange moderated-mediation model

Cited by 7 publications

References 23 publications

Innovative work behavior and psychological empowerment: the importance of inclusive leadership on faculty members in Iraqi higher education institutions

Innovative work behavior and psychological empowerment: the importance of inclusive leadership on faculty members in Iraqi higher education institutions

Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach

How does deviance tolerance enhance innovative behavior? The mediating role of cognitive crafting and the moderating role of regulatory focus

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