Inclusive Leadership and Employee Proactive Behavior: A Cross-Level Moderated Mediation Model

Abstract

Purpose The proactive behavior of employees is one of the key determinants of organizational development in a rapidly changing business environment. While much attention has been paid to the antecedents of employees’ proactive behavior, little is known about the mechanisms that influence their psychological state and work behavior. The aim of this research is to investigate the relationship between inclusive leadership (IL) and proactive behavior, along with mediating role of employee trust and the moderating role of procedural justice climate. Methods The data were collected from 40 independent project teams from 30 companies in China, and the hypotheses were tested on 304 available samples, followed by the null model to conduct the cross-level regression analysis. Results The results indicated that IL significantly affects the employee proactive behavior, in which employee trust played a mediating role. Moreover, procedural justice climate respectively moderates the positive relationship between IL and employee proactive behavior, and the positive relationship between IL and employee trust. Conclusion IL not only provides emotional support to increase employee trust but also inspires subordinates with a non-active personality to take initiative. Team-oriented organizational structures should promote procedural justice measures to create a trusting and fair work environment that more effectively furthers the effectiveness of IL on positive work behaviors of employees.

Inclusive leadership and employee involvement in proactive behavior at the workplace: the mediating role of gratitude

“…Meanwhile, the predictions of this study regarding inclusive leadership and proactive behaviors are consistent with the results of previous studies: consistently, the more inclusive a leader is, the more frequently followers engage in proactive behaviors (Su et al. , 2023; Chang et al. , 2022; He, 2021; Xu et al.…”

“…(2021) found that inclusive leadership has a positive effect on employees’ proactive behavior, while trust in the leader partially mediates this relationship and climate for inclusion moderates the relationship between trust in the leader and proactive behavior. Chang et al. (2022) showed that inclusive leadership has a significant effect on employees’ proactive behavior, in which employee trust plays a mediating role.…”

“…A small body of literature has also revealed the positive effects of inclusive leadership on proactive behavior; Chang et al. (2022), He (2021), Xu et al.…”

Exploring Mechanisms From Leader Consideration and Information Sharing to Follower Behavior

“…Third, leader consideration was confirmed to have a positive relationship with follower proactive behavior, consistent with previous results (e.g., Chang et al, 2022; Vogt et al, 2021). However, information sharing had no direct effect.…”

“…Leaders who provide support, close relationships, and a psychologically safe work environment enable followers to demonstrate proactive behaviors, such as voice, innovation, and taking charge (Chang et al, 2022). Leaders who treat followers respectfully, with honesty and politeness, and recognize their core needs positively affect follower proactivity (Vogt et al, 2021) Followers who receive appropriate information from a leader perceive themselves as belonging to the organization and feel attached to the organization (Baumeister & Leary, 1995).…”