Inclusive Leadership and Innovative Work Behavior: Examination of LMX Perspective in Small Capitalized Textile Firms

Javed, Basharat; Khan, Abdul Karim; Quratulain, Samina

doi:10.1080/00223980.2018.1489767

Cited by 91 publications

(91 citation statements)

References 103 publications

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“…As a result of the analysis, it was seen that inclusive leadership had a positive effect on innovative work behavior. These findings were consistent with the results of other studies examining the relationship between inclusive leadership and innovative work behavior (Wang et al, 2019;Ye et al, 2019;Javed et al, 2018a;Javed et al, 2018b;Choi et al, 2015). These findings showed that inclusive leadership increases the innovative behaviors of employees.…”

Section: Resultssupporting

confidence: 92%

“…This way, the inclusive leader's ability to provide followers with the necessary resources and effective leadership behavior in offering freedom and approval Hollander, 2009) will facilitate the followers' participation in innovative business processes (Ye et al, 2019). In studies conducted on the relationship between inclusive leadership and innovative work behavior in the literature, it is seen that inclusive leadership has a positive effect on innovative behavior (Wang et al, 2019;Ye et al, 2019;Javed et al, 2018b). In previous studies, researchers, in general, stated that the effect of inclusive leaders on innovative work behavior stems from the fact that inclusive leaders display effective leadership behavior in the process of participation in decisions.…”

Section: Inclusive Leadership and Innovative Work Behaviormentioning

confidence: 99%

“…Inclusive leaders exhibit a leadership behavior that demonstrates practical skills to create an inclusive working environment in which employees' belonging and security needs can be met, and participation in the workplace is ensured (Xiaotao et al, 2018). The success of inclusive leaders in creating an environment that supports innovation is of great importance in demonstrating innovative behaviors in the work environment Javed et al, 2018a;Javed et al, 2018b). It may be considered that the effect of this significance depends on the increase in the perceived organizational support levels of employees.…”

Section: Effect On Innovative Work Behaviormentioning

confidence: 99%

“…In general, with the contribution of inclusive leaders to employees Hollander, 2012), employees feel more dedicated to their leaders, which leads to innovative work behavior (Javed et al, 2018a). The positive effect of inclusive leadership on innovative work behavior is seen in the literature (Wang et al, 2019;Ye et al, 2019;Javed et al, 2018a;Javed et al, 2018b;Choi et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…The main subject of innovation is the individual having an innovative, original and creative idea and then raising this idea above its original state (Amabile et al, 1996). Innovative business behaviors of employees which are needed in realization of innovation are very important for the successful operation of enterprises (West and Farr, 1989;Scott and Bruce, 1994;Javed et al, 2018b).…”

Section: Introductionmentioning

confidence: 99%

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Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

Aslan

2019

bmij

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The aim of this study is to investigate how inclusive leadership affects the perceived organizational support and innovative work behaviors of employees and whether perceived organizational support has a mediating role in this process. For this purpose, data were collected from 348 participants working at different carpet manufacturing companies in Gaziantep. Confirmatory factor analysis was performed in the analysis of the data, correlations between the variables were determined, and structural equation and goodness of fit tests of the model and regression analysis were performed. In the analyses, it was determined that inclusive leadership had a significant positive effect on perceived organizational support and innovative work behavior. Perceived organizational support was found to have a significant positive effect on innovative work behavior. As a result of mediating analysis, perceived organizational support was found to have a partial mediator role in the relationship between inclusive leadership and innovative work behavior.

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Section: Resultssupporting

confidence: 92%

Section: Inclusive Leadership and Innovative Work Behaviormentioning

confidence: 99%

Section: Effect On Innovative Work Behaviormentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

Aslan

2019

bmij

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Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

et al. 2020

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In this study, we explore the relationship between inclusive leadership and changeoriented organizational citizenship behaviour (OCB) with the mediating roles of behavioural integrity and trust in leadership. Data were collected from 151 supervisor-subordinate dyads from small and medium enterprises in Pakistan. The results revealed that inclusive leadership is positively related to change-oriented OCB. Our study reaffirms the indirect effect of the inclusive leadership on changeoriented OCB via behavioural integrity and trust in leadership. Finally, the results supported the chain of causality: sequential mediation of behavioural integrity, and trust in leadership between inclusive leadership and change-oriented OCB. Causal attribution theory is used to support the findings. Implications for theory and practice are discussed. K E Y W O R D S behavioural integrity, causal attribution theory, change-oriented organizational citizenship behaviour, inclusive leadership, trust in leadership Résumé Dans cette étude, nous explorons la relation entre le leadership inclusif et le comportement de citoyenneté organisationnelle (OCB) pro-changement. Cette relation est médiée par l'intégrité comportementale et par la confiance envers le leadership. Les données utilisées proviennent de 151 dyades de superviseurs et de subordonnés de petites et moyennes entreprises au Pakistan. Les résultats montrent que le leadership inclusif est positivement lié à un comportement de citoyenneté organisationnelle pro-changement. Ils montrent également que le leadership inclusif a un effet indirect sur les OCB pro-changement par le biais de l'intégrité comportementale et de la confiance envers le leadership. Enfin, les résultats confirment la chaîne de causalité: médiation séquentielle de l'intégrité comportementale et de la confiance envers le leadership entre le leadership inclusif et l'OCB pro-changement. La théorie de l'attribution causale permet d'étayer les résultats. Nous terminons par un examen des implications théoriques et pratiques de l'étude.

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Green human resource management, a gateway to employer branding: Mediating role of corporate environmental sustainability and corporate social sustainability

Yasin¹,

Huseynova

Atif

2022

Corp Soc Responsibility Env

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This study proposes a model based on competitive advantage and signaling theories that show how green human resource management (GHRM) leads to corporate environmental sustainability and corporate social sustainability and is thus source of employer branding. Structural equational modeling was used for data analysis through Smart PLS. The results confirm that GHRM positively influences on corporate environmental sustainability, which in turn positively influences corporate social sustainability. Furthermore, the results confirm that corporate social sustainability has a positive influence on employer branding. The results also support the mediating effects of corporate environmental sustainability between GHRM and corporate social sustainability. Additionally, we show the mediating effect of corporate social sustainability between corporate environmental sustainability and employer branding. In the human resource literature, previous studies emphasize on corporate environmental sustainability. By contrast, this study confirms that a corporate social sustainability is a source of employer branding. By implementing GHRM, organizations can gain a competitive edge, which helps them attract potential employee.

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Inclusive Leadership and Innovative Work Behavior: Examination of LMX Perspective in Small Capitalized Textile Firms

Cited by 91 publications

References 103 publications

Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

Green human resource management, a gateway to employer branding: Mediating role of corporate environmental sustainability and corporate social sustainability

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