Purpose This study grounded in social learning theory examines the impact of instrumental and integrative responsible leadership behavioral styles (RLBS) on employees' innovative work behavior (IWB) and turnover intention. Organisational citizenship behavior (OCB) and meaningful work (MFW) are mediators between RLBS and outcome variables. Design/methodology/approach Data from 602 manufacturing and service sector employees in India were analyzed using structural equation modeling and mediation analysis with AMOS software. A multigroup invariance analysis compared the application of RLBS across the two sectors. Findings RLBS significantly enhances IWB and reduces turnover intention. OCB and MFW fully mediate the RLBS-IWB relationship, but their impact on turnover intention remains partial. The multigroup analysis confirms that RLBS operates consistently across sectors, reinforcing its universal applicability. Practical implications Organisations aiming to enhance innovation and reduce turnover should invest in developing responsible leadership practices that balance instrumental and integrative styles. By fostering a leadership culture that promotes quick decision-making, employee engagement and MFW, companies can strengthen employee motivation, increase OCB and enhance overall retention and innovation outcomes. Originality/value This study introduces a novel RLBS model integrating instrumental and integrative leadership styles, offering empirical validation within a South Asian context. The findings provide actionable insights for fostering innovation and employee retention through RLBS.
Pathak et al. (Tue,) studied this question.