Drawing on social exchange theory, this research examines how inclusive leaders foster innovative work behavior and creativity in employees. Data were collected in two steps from the 320 employees working in Chinese R&D organizations to draw the result for this research. The findings indicate a positive impact of inclusive leadership on innovative work behavior and creativity. In addition, intrinsic motivation mediates this relationship. The implications and future research are also discussed.
AghmiuniS. K.SiyalS.WangQ.DuandY. (2019). Assessment of factors affecting innovation policy in biotechnology. Journal of Innovation & Knowledge, 5(3), 180–190.
2.
Al HarbiJ. A.AlarifiS.MosbahA. (2019). Transformation leadership and creativity: Effects of employees pyschological empowerment and intrinsic motivation. Personnel Review, 48(5), 1082–1099.
3.
Ali TahaV.SirkovaM.FerencovaM. (2016). The impact of organizational culture on creativity and innovation. Polish Journal of Management Studies, 14, 7–17.
4.
AmabileT. M. (1983). The social psychology of creativity: A componential conceptualization. Journal of Personality and Social Psychology, 45(2), 357.
5.
AmabileT. M. (1988). A model of creativity and innovation in organizations. Research in Organizational Behavior, 10(1), 123–167.
6.
AmabileT. M.ContiR.CoonH.LazenbyJ.HerronM. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154–1184.
7.
AmabileT. M.SchatzelE. A.MonetaG. B.KramerS. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15(1), 5–32.
8.
AryeeS.WalumbwaF. O.ZhouQ.HartnellC. A. (2012). Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes. Human Performance, 25(1), 1–25.
9.
BaileyJ.FordC. (1996). Management as science versus management as practice in postgraduate business education. Business Strategy Review, 7(4), 7–12.
10.
BakkerA. B.AlbrechtS. L.LeiterM. P. (2011). Key questions regarding work engagement. European Journal of Work and Organizational Psychology, 20(1), 4–28.
11.
BlauP. (1964). Power and exchange in social life. John Wiley & Sons.
12.
CarmeliA.Reiter-PalmonR.ZivE. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260.
13.
CarmeliA.GittellJ. H. (2009). High-quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30, 709–729.
14.
DeciE. L.RyanR. M. (1985). The general causality orientations scale: Self-determination in personality. Journal of Research in Personality, 19(2), 109–134.
15.
De JongJ. (2006). Individual innovation: The connection between leadership and employees innovative work behavior. EIM Business and Policy Research.
16.
De JongJ.Den HartogD. (2010). Measuring innovative work behaviour. Creativity and Innovation Management, 19(1), 23–36.
17.
De JongJ. P.Den HartogD. N. (2007). How leaders influence employees’ innovative behaviour. European Journal of Innovation Management, 10(1), 41–64.
18.
De JongJ. P.Den HartogD. N. (2008). Innovative work behavior: Measurement and validation. EIM Business and Policy Research, 8(1), 1–27.
19.
DetertJ. R.BurrisE. R. (2007). Leadership behavior and employee voice: Is the door really open?Academy of Management Journal, 50, 869–884.
20.
DorenboschL.van EngenM. L.VerhagenM. (2005). On-the-job innovation: The impact of job design and human resource management through production ownership. Creativity and Innovation Management, 14(2), 129–141.
21.
DrazinR.GlynnM. A.KazanjianR. K. (1999). Multilevel theorizing about creativity in organizations: A sensemaking perspective. Academy of Management Review, 24(2), 286–307.
22.
DuarteP. A. O.RaposoM. L. B. (2010). A PLS model to study brand preference: An application to the mobile phone market. In: VinziV. EspositoChinW.HenselerJ.WangH. (Eds.), Handbook of partial least squares. Springer Handbooks of Computational Statistics. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-32827-8_21
23.
EdmondsonA. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350–383.
24.
EdmondsonA. C. (2004). Psychological safety, trust, and learning in organizations: A group-level lens. In KramerR. M.CookK. S. (Eds.), Trust and distrust in organizations: Dilemmas and approaches (pp. 239–272). Russell SAGE Foundation.
25.
EdmondsonA. C.LeiZ. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 23–43.
26.
FarrJ. L.FordC. M. (1990). Individual innovation. In WestM. A.FarrJ. L. (Eds.), Innovation and creativity at work: Psychological and organizational strategies (pp. 63–80). John Wiley & Sons.
27.
FindlayC. S.LumsdenC. J. (1988). The creative mind: Toward an evolutionary theory of discovery and innovation. Journal of Social and Biological Structures, 11(1), 3–55.
28.
FredricksonB. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), Article 218.
29.
GrantA. M. (2008). Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. Journal of Applied Psychology, 93(1), 48.
30.
HairJ. F.Jr.MatthewsL. M.MatthewsR. L.SarstedtM. (2017). PLS-SEM or CB-SEM: Updated guidelines on which method to use. International Journal of Multivariate Data Analysis, 1(2), 107–123.
31.
HairJ. F.RingleC. M.SarstedtM. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139–152.
32.
HairJ. F.RingleC. M.SarstedtM. (2013). Partial least squares structural equation modeling: Rigorous applications, better results and higher acceptance. Long Range Planning, 46(1-2), 1–12.
33.
HairJ. F.SarstedtM.RingleC. M.MenaJ. A. (2012). The use of partial least squares structural equation modeling in strategic management research: A review of past practices and recommendations for future applications. Long Range Planning, 45(5-6), 320–340.
34.
HenselerJ.DijkstraT. K.SarstedtM.RingleC. M.DiamantopoulosA.StraubD. W.KetchenD. J.Jr.HairJ. F.HultG. T. M.CalantoneR. J. (2014). Common beliefs and reality about PLS: Comments on Rönkkö and Evermann (2013). Organizational Research Methods, 17(2), 182–209.
35.
HenselerJ.RingleC. M.SinkovicsR. R. (2009). The use of partial least squares path modeling in international marketing. In SinkovicsR. R.GhauriP. N. (Eds.), New challenges to international marketing (pp. 277–319). Emerald Group Publishing Limited.
36.
HollanderE. P. (2009). Inclusive leadership. Taylor & Francis.
37.
HollanderE. (2012). Inclusive leadership: The essential leader-follower relationship. Routledge.
38.
HollanderE. P. (2014). Leader-follower relations and the dynamics of inclusion and idiosyncrasy credit. In GoethalsG. R.AllisonS. T.KramerR. M.MessickD. M. (Eds.), Conceptions of leadership (pp. 201–221). Springer.
39.
HonA. H.BloomM.CrantJ. M. (2014). Overcoming resistance to change and enhancing creative performance. Journal of Management, 40(3), 919–941.
40.
JanssenO. (2000). Job demands, perceptions of effort-reward fairness and innovative work behaviour. Journal of Occupational and Organizational Psychology, 73(3), 287–302.
41.
JavedB.NaqviS. M. M. R.KhanA. K.ArjoonS.TayyebH. H. (2019). Impact of inclusive leadership on innovative work behavior: The role of psychological safety. Journal of Management & Organization, 25(1), 117–136.
42.
JungD. I.ChowC.WuA. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14(4–5), 525–544.
43.
KahnW. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724.
44.
KarinS.MatthijsM.NicoleT.SandraG.ClaudiaG. (2010). How to support innovative behaviour? The role of LMX and satisfaction with HR practices. Technology and Investment, 2010.
45.
KhanM. J.AslamN.RiazM. (2012). Leadership styles as predictors of innovative work behavior. Pakistan Journal of Social & Clinical Psychology, 9(2), 17–22.
46.
LitchfieldR. C.FordC. M.GentryR. J. (2015). Linking individual creativity to organizational innovation. The Journal of Creative Behavior, 49(4), 279–294.
47.
Ma PrietoI.Pilar Perez-SantanaM. (2014). Managing innovative work behavior: The role of human resource practices. Personnel Review, 43(2), 184–208.
48.
McDonaldR. P. (1996). Path analysis with composite variables. Multivariate Behavioral Research, 31(2), 239–270.
49.
McGrawK. O.FialaJ. (1982). Undermining the Zeigarnik effect: Another hidden cost of reward. Journal of Personality, 50(1), 58–66.
50.
McGrawK. O.McCullersJ. C. (1979). Evidence of a detrimental effect of extrinsic incentives on breaking a mental set. Journal of Experimental Social Psychology, 15(3), 285–294.
NembhardI. M.EdmondsonA. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(7), 941–966.
53.
NotgrassD. (2014). The relationship between followers’ perceived quality of relationship and preferred leadership style. Leadership & Organization Development Journal, 35(7), 605–621.
54.
OldhamG. R.CummingsA. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607–634.
55.
ParkerS. K.WilliamsH. M.TurnerN. (2006). Modeling the antecedents of proactive behavior at work. Journal of Applied Psychology, 91(3), 636–652.
56.
PodsakoffP. M.MacKenzieS. B.LeeJ.-Y.PodsakoffN. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.
57.
PodsakoffP. M.OrganD. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544.
58.
PreacherK. J.HayesA. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, Instruments, & Computers, 36(4), 717–731.
59.
PreacherK. J.HayesA. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891.
60.
PundtA. (2015). The relationship between humorous leadership and innovative behavior. Journal of Managerial Psychology, 30(8), 878–893.
61.
QiL.LiuB.WeiX.HuY. (2019). Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator. PLOS ONE, 14(2), Article e0212091.
62.
RamoorthyN.FloodJ.SlatteryT. F.SardessaiR. (2005). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 19, 959–971.
63.
RandelA. E.GalvinB. M.ShoreL. M.EhrhartK. H.ChungB. G.DeanM. A.KedharnathU. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203.
64.
ReadC. Y.BetancourtD. M. P.MorrisonC. (2016). Social change: A framework for inclusive leadership development in nursing education. Journal of Nursing Education, 55(3), 164–167.
65.
RealJ. C.RoldánJ. L.LealA. (2014). From entrepreneurial orientation and learning orientation to business performance: Analysing the mediating role of organizational learning and the moderating effects of organizational size. British Journal of Management, 25(2), 186–208.
66.
ReuversM.Van EngenM. L.VinkenburgC. J.Wilson-EveredE. (2008). Transformational leadership and innovative work behaviour: Exploring the relevance of gender differences. Creativity and Innovation Management, 17(3), 227–244.
67.
RichterN. F.Cepeda-CarrionG. F.RoldánJ. L.RingleC. M. (2016). European management research using partial least squares structural equation modeling (PLS-SEM). European Management Journal, 34(6), 589–597.
68.
RingleC. M.SarstedtM.StraubD. (2012). A critical look at the use of PLS-SEM in MIS Quarterly. MIS Quarterly (MISQ), 36(1), 3–14.
69.
SarstedtM.RingleC. M.SmithD.ReamsR.HairJ. F. (2014). Partial least squares structural equation modeling (PLS-SEM): A useful tool for family business researchers. Journal of Family Business Strategy, 5(1), 105–115.
70.
SchuhS. C.ZhangX.MorgesonF. P.TianP.van DickR. (2018). Are you really doing good things in your boss’s eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings. Human Resource Management, 57(1), 397–409.
71.
ScottS. G.BruceR. (1994). Creating innovative behavior among R&D professionals: The moderating effect of leadership on the relationship between problem-solving style and innovation. Proceedings of 1994 IEEE International Engineering Management Conference-IEMC’94, IEEE. https://ieeexplore.ieee.org/abstract/document/379952
72.
ShinS. J.ZhouJ. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703–714.
73.
SimonH. (1977). Models of discovery. D. Holland R Reidel
74.
SiyalA. W.DingD.SiyalS. (2019). M-banking barriers in Pakistan: A customer perspective of adoption and continuity intention. Data Technologies and Applications, 53(1), 58–84.
SiyalS.PengX. (2018). Does leadership lessen turnover? The moderated mediation effect of leader–member exchange and perspective taking on public servants. Journal of Public Affairs, 18(4), Article e1830.
77.
SiyalS.XinC.PengX.SiyalA. W.AhmedW. (2020). Why do high-performance human resource practices matter for employee outcomes in public sector universities? The mediating role of person–organization fit mechanism. SAGE Open, 10(3), 2158244020947424.
78.
TierneyP. (2008). Leadership and employee creativity. In ZhouJ.ShalleyC. E. (Eds.), Handbook of organizational creativity (pp. 95–123). Lawrence Erlbaum Associates.
79.
TierneyP.FarmerS. M.GraenG. B. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52(3), 591–620.
80.
WoodmanR. W.SawyerJ. E.GriffinR. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293–321.
81.
Yeh-Yun LinC.LiuF.-C. (2012). A cross-level analysis of organizational creativity climate and perceived innovation: The mediating effect of work motivation. European Journal of Innovation Management, 15(1), 55–76.
82.
ZhangA. Y.TsuiA. S.WangX. W. (2011). Leadership behaviors and group creativity in Chinese organizations: The role of group processes. Leadership Quarterly, 22, 851–862.
83.
ZhangX.BartolK. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128.
84.
ZhouJ. (1998). Feedback valence, feedback style, task autonomy, and achievement orientation: Interactive effects on creative performance. Journal of Applied Psychology, 83(2), 261.
85.
ZhouJ.ShalleyC. E. (2007). Handbook of organizational creativity. Taylor & Francis.
