Inclusive Leadership and Creative Teaching: The Mediating Role of Knowledge Sharing and Innovative Climate

Work-from-home intention during the COVID-19 pandemic: a perspective integrating inclusive leadership and protection motivation theory

“…An interesting finding is that our study revealed the effect of a specific leadership style, namely IL, on WFHI. This result can completely be explained based on the views of scholars that the openness, concern, support and sharing of leaders with IL will positively influence employees' work-related attitudes and behavioural intentions (Alang et al ., 2022; Choi et al ., 2015; Nguyen et al ., 2022; Vladić et al ., 2021; Zeng et al ., 2020). In addition, the mediating role of WFHRA in the relationship between IL and WFHI was also confirmed in our study.…”

“…Consequently, employees in organisations with leaders that adopt an IL style often feel engaged with their work. They also show a responsible attitude towards their work by being willing to exchange ideas and coordinate with leaders to find solutions to improve efficiency and productivity in any situation (Choi et al ., 2015; Nguyen et al ., 2022; Vladić et al ., 2021). IL also promotes employees' contributions to their organisations through the improvement of their workplace belongingness (Alang et al ., 2022; Katsaros, 2022) and encourages them to engage in decision-making, follow and implement their leaders' decisions, and change their participation attitude (Katsaros, 2022; Zeng et al ., 2020).…”

“…In other words, company leaders asked their employees to adopt WFH during this period. Previous studies have indicated that leaders with IL can motivate their employees to follow their instructions and decisions (Choi et al ., 2015; Fang et al ., 2019; Nguyen et al ., 2022). Even in the WFH context, previous studies have demonstrated that IL has a positive impact on work engagement, and can therefore be implemented by an organisation to help it perform better during a WFH period (Gill and Berliyanti, 2022).…”

“…On the other hand, existing studies have also indicated that leadership styles significantly influence employees' behavioural intentions (Huang et al ., 2008; Ohunakin et al ., 2019; Sulamuthu and Yusof, 2018; Tseng, 2017). Recent studies have demonstrated that an inclusive leadership (IL) style significantly impacts subordinates' behavioural intentions and motivates employees to follow their leaders and to comply with any work requirements from those leaders (Choi et al ., 2015; Fang et al ., 2019; Nguyen et al ., 2022). Moreover, IL has been shown to have a positive impact on employees' work–life balance, an important factor in employees' well-being (Krause, 2020), because leaders who adopt IL will recognise what their employees need and be ready to support and engage with them (Gong et al ., 2021; Hollander, 2012).…”

A multivariate approach towards the measurement of active employee participation in the area of occupational health and safety in different sectors of the economy

“…There are studies confirming that strong and visible leadership positively impacts the creation of the right climate for safety (Zhao et al, 2022;Lee et al, 2019;Cooper, 2015;Skeepers & Mbohwa, 2015). Many scholars point out that in the process of stimulating creative and innovative types of employee behaviour it is crucial to create a working environment promoting the exchange of thoughts and autonomy of activities, thus employee participation (Mao et al, 2022;Isaksen, 2022;Nguyen et al, 2022;Hunter et al, 2007).…”