Fostering innovative work behavior through inclusive leadership: the role of learning culture

Purpose The study aims to examine the impact of inclusive leadership in fostering innovative work behavior (IWB) via perceived organizational support (POS). Learning culture was studied as a moderating variable between inclusive leadership and POS. Design/methodology/approach Hypotheses were assessed using regression-based structural equation modeling. Preliminary data were analyzed using SPSS-24, and measurement and structural model analyses were conducted using SmartPLS 4.1.0.9. Findings The results showed a positive association between inclusive leadership and fostering IWB, with POS mediating this relationship. Learning culture did not moderate the relationship between inclusive leadership and POS. Practical implications Managers and policymakers in higher education institutions (HEIs) should develop strategies to encourage employees to generate new ideas for learning. The results of this study provide guidance for regulatory bodies in HEIs on how to recognize and reward faculty members’ innovative behavior to improve overall organizational performance. Organizations can foster an innovative culture and equip employees with the knowledge and skills necessary to contribute to organizational success. Originality/value Inclusive leadership is needed to support an inclusive climate in which different team members are valued for what they bring to work practices, which would boost their innovative behavior. Inclusive leadership is crucial for fostering IWB in higher education settings.