Team leaders’ inclusiveness matters: examining serial mediation effects of positive emotions and external knowledge acquisition on radical creativity

Purpose Given the critical role of radical innovation for enterprises in developing and emerging countries, radical creativity is the source driver of radical innovation. This paper aims to investigate the mechanisms through which inclusive leadership (IL) affects team radical creativity (TRC), specifically examining the mediating roles of team positive emotion (TPE) and team external knowledge acquisition (TEKA). Design/methodology/approach Data were collected from leader-member dyads within 132 research and development (R&D) teams across 180 science and technology enterprises in China. Confirmatory factor analysis was performed to assess construct validity, and hierarchical regression analysis was used to test the hypothesized relationships within the proposed theoretical framework. Findings The empirical results indicate that IL exerts a significant positive impact on TRC. Furthermore, the mediating effects of TPE and TEKA are confirmed. The study also identifies task complexity as a critical boundary condition that moderates these relationships. Enterprises and team leaders can effectively drive the improvement of TRC by adopting an IL style to stimulate TPE and promote external knowledge acquisition. Originality/value This study elucidates the complex interplay between IL, emotional processes and knowledge management in driving radical creativity. By introducing task complexity as a moderator, the research provides a more nuanced understanding of the boundary conditions of IL, thereby contributing to the theoretical integration of leadership and organizational innovation literature.