Examines how leader mindfulness enhances innovative behaviour in employees, suggesting strategies for managers.
This study investigates the impact of high-performance work systems (HPWS), leader-member exchange (LMX), and employee voice behaviour (EVB) on employees' innovative work behaviour (IWB), with a focus on the moderating role of leader mindfulness (LM). Drawing on the resource-based view (RBV) theory, we examine how specific HR practices and leader-member relationships promote employee innovation in the fast-paced information technology sector. Data were collected from employees in major Indian cities and analysed using structural equation modelling (SEM). The findings reveal that HPWS and LMX significantly influence EVB, enhancing IWB. leader mindfulness strengthens the positive effects of HPWS and LMX on EVB, highlighting the importance of mindful leadership in fostering a culture of innovation. This study contributes to HR and leadership literature by demonstrating how mindful leadership and employee voice can drive innovation, providing actionable insights for managers in innovation-driven industries.
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Sandhu et al. (2026) studied this question.
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