Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator

Lei Qi; Bing Liu; Xin Wei; Yanghong Hu

doi:10.1371/journal.pone.0212091

Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator

Lei Qi, Bing Liu (Corresponding Author), Xin Wei, Yanghong Hu

Business Management

Shandong University

Research output: Contribution to journal › Article › peer-review

123 Citations (Scopus)

10 Downloads (Pure)

Abstract

Despite extensive literature on leadership and its impact employee innovative behavior, few studies have explored the relationship between inclusive leadership and employee innovative behavior. To address this gap, this study aimed to investigate how inclusive leadership influenced employee innovative behavior by examining perceived organizational support (POS) as a mediator. We used multi-wave and multi-source data collected at 15 companies in China to test our theoretical model. Results revealed that inclusive leadership had significantly positive effects on POS and employee innovative behavior. Furthermore, POS was positively related to employee innovative behavior and partially mediated the relationship between inclusive leadership and employee innovative behavior. We discussed implications and limitations of this study as well as avenues for future research.

Original language	English
Article number	0212091
Journal	PloS ONE
Volume	14
Issue number	2
DOIs	https://doi.org/10.1371/journal.pone.0212091
Publication status	Published - 28 Feb 2019

Bibliographical note

This research was financially supported by the National Social Science Foundation (14BGL073), Ministry of Education Humanities and Social Sciences Research Planning Fund Project (19YJA0056), Shandong Social Science Planning Fund Program (17CLYJ26), Major Program of Humanities and Social Sciences of Shandong University (17RWZD21), Bing Liu as the funding recipients.

Keywords

CREATIVITY
EMPOWERING LEADERSHIP
INVOLVEMENT
MEMBER EXCHANGE
PERCEPTIONS
PERFORMANCE
SATISFACTION
TRANSFORMATIONAL LEADERSHIP
WORK-ENVIRONMENT
WORKPLACE

Access to Document

10.1371/journal.pone.0212091Licence: CC BY

Impact of inclusive leadership on employee innovative behavior
Copyright: © 2019 Qi et al. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited. https://creativecommons.org/licenses/by/4.0/
Final published version, 620 KBLicence: CC BY

Cite this

@article{5f43cefd54f549f8be49b8a10ad97caa,

title = "Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator",

abstract = "Despite extensive literature on leadership and its impact employee innovative behavior, few studies have explored the relationship between inclusive leadership and employee innovative behavior. To address this gap, this study aimed to investigate how inclusive leadership influenced employee innovative behavior by examining perceived organizational support (POS) as a mediator. We used multi-wave and multi-source data collected at 15 companies in China to test our theoretical model. Results revealed that inclusive leadership had significantly positive effects on POS and employee innovative behavior. Furthermore, POS was positively related to employee innovative behavior and partially mediated the relationship between inclusive leadership and employee innovative behavior. We discussed implications and limitations of this study as well as avenues for future research.",

keywords = "CREATIVITY, EMPOWERING LEADERSHIP, INVOLVEMENT, MEMBER EXCHANGE, PERCEPTIONS, PERFORMANCE, SATISFACTION, TRANSFORMATIONAL LEADERSHIP, WORK-ENVIRONMENT, WORKPLACE",

author = "Lei Qi and Bing Liu and Xin Wei and Yanghong Hu",

note = "This research was financially supported by the National Social Science Foundation (14BGL073), Ministry of Education Humanities and Social Sciences Research Planning Fund Project (19YJA0056), Shandong Social Science Planning Fund Program (17CLYJ26), Major Program of Humanities and Social Sciences of Shandong University (17RWZD21), Bing Liu as the funding recipients.",

year = "2019",

month = feb,

day = "28",

doi = "10.1371/journal.pone.0212091",

language = "English",

volume = "14",

journal = "PloS ONE",

issn = "1932-6203",

publisher = "PUBLIC LIBRARY SCIENCE",

number = "2",

}

TY - JOUR

T1 - Impact of inclusive leadership on employee innovative behavior

T2 - Perceived organizational support as a mediator

AU - Qi, Lei

AU - Liu, Bing

AU - Wei, Xin

AU - Hu, Yanghong

N1 - This research was financially supported by the National Social Science Foundation (14BGL073), Ministry of Education Humanities and Social Sciences Research Planning Fund Project (19YJA0056), Shandong Social Science Planning Fund Program (17CLYJ26), Major Program of Humanities and Social Sciences of Shandong University (17RWZD21), Bing Liu as the funding recipients.

PY - 2019/2/28

Y1 - 2019/2/28

N2 - Despite extensive literature on leadership and its impact employee innovative behavior, few studies have explored the relationship between inclusive leadership and employee innovative behavior. To address this gap, this study aimed to investigate how inclusive leadership influenced employee innovative behavior by examining perceived organizational support (POS) as a mediator. We used multi-wave and multi-source data collected at 15 companies in China to test our theoretical model. Results revealed that inclusive leadership had significantly positive effects on POS and employee innovative behavior. Furthermore, POS was positively related to employee innovative behavior and partially mediated the relationship between inclusive leadership and employee innovative behavior. We discussed implications and limitations of this study as well as avenues for future research.

AB - Despite extensive literature on leadership and its impact employee innovative behavior, few studies have explored the relationship between inclusive leadership and employee innovative behavior. To address this gap, this study aimed to investigate how inclusive leadership influenced employee innovative behavior by examining perceived organizational support (POS) as a mediator. We used multi-wave and multi-source data collected at 15 companies in China to test our theoretical model. Results revealed that inclusive leadership had significantly positive effects on POS and employee innovative behavior. Furthermore, POS was positively related to employee innovative behavior and partially mediated the relationship between inclusive leadership and employee innovative behavior. We discussed implications and limitations of this study as well as avenues for future research.

KW - CREATIVITY

KW - EMPOWERING LEADERSHIP

KW - INVOLVEMENT

KW - MEMBER EXCHANGE

KW - PERCEPTIONS

KW - PERFORMANCE

KW - SATISFACTION

KW - TRANSFORMATIONAL LEADERSHIP

KW - WORK-ENVIRONMENT

KW - WORKPLACE

UR - http://www.scopus.com/inward/record.url?scp=85062371840&partnerID=8YFLogxK

UR - http://www.mendeley.com/research/impact-inclusive-leadership-employee-innovative-behavior-perceived-organizational-support-mediator

U2 - 10.1371/journal.pone.0212091

DO - 10.1371/journal.pone.0212091

M3 - Article

SN - 1932-6203

VL - 14

JO - PloS ONE

JF - PloS ONE

IS - 2

M1 - 0212091

ER -

Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator

Abstract

Bibliographical note

Keywords

Access to Document

Other files and links

Fingerprint

Cite this