Inclusive leadership and innovative work behavior: roles of autonomous motivation and horizontal and vertical trust

A multilevel analysis of Inclusive leadership and innovative behavior among primary and junior teachers: evidence from China

“…This necessitates school leaders who can accommodate and support these diverse ideas and behaviors. However, limited research exists in the current literature regarding the in uence of principal inclusive leadership on teacher innovative behavior, despite evidence demonstrating that inclusive leadership stimulates employee innovative behavior within the business sector 12,13 .…”

“…In terms of the former, researchers have investigated factors such as organizational support 14 , knowledge sharing 15,16 , and innovation climate 15 to assess employees' objective capability in demonstrating innovative behaviors. Regarding the latter, researchers have explored factors including motivation 12,17 , psychological safety [18][19][20][21] , psychological empowerment 22 , psychological capital 23,24 , and self-e cacy 24 to evaluate employees' subjective inclination towards displaying innovative behaviors. The two perspectives play a signi cant role in elucidating employee innovative behavior, yet they possess certain limitations: the external organizational culture perspective primarily emphasizes interpersonal interaction while overlooking individual factors; conversely, the inner individual psychological perspective tends to isolate individuals from groups and neglects the signi cance of group connection and support 25 .…”

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

“…This necessitates school leaders who can accommodate and support these diverse ideas and behaviors. However, more research is needed in the current literature regarding the influence of principal inclusive leadership on teacher innovative behavior, despite evidence demonstrating that inclusive leadership stimulates employee innovative behavior within the business sector 12 , 13 .…”

“…From an external perspective, research has shown that inclusive leadership can stimulate innovative behavior by influencing the organization to support employees 14 , promoting knowledge sharing within the organization 15 , 16 , and fostering a climate of innovation 15 . From an internal perspective, studies have explored how inclusive leadership can enhance employee motivation 12 , 17 , psychological safety 18 – 21 , psychological empowermentt 22 , psychological capital 23 , 24 , and self-efficacy 24 to promote innovative behavior. The two perspectives play a significant role in elucidating employee innovative behavior, yet they possess certain limitations: the external organizational culture perspective primarily emphasizes interpersonal interaction while overlooking individual factors; conversely, the inner individual psychological perspective tends to isolate individuals from groups and neglects the significance of group connection and support 25 .…”