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This study assesses the influence of inclusive leadership on employees’ innovative behavior as well as considers the mediating role of psychological empowerment and psychological safety. A theoretical study provided the conceptual foundation, context and hypotheses, which were subsequently tested through a survey comprising 223 questionnaires, sent to managers and professional specialists, and statistically analyzed using PLS SEM methodology. The research is of particular significance and value due to its unique approach of examining, empirically, the relationship between inclusive leadership, psychological safety, psychological empowerment and employee innovative behavior in the same context. Concurrently, it presents a distinctive approach to the impact of inclusive leadership on employee innovative behavior, and constructs a complex mediation model to complement this approach. Empirical evidence has been demonstrated to support the position of scholars in this field, illustrating that the manner in which leaders communicate strategic plans and programs to employees exerts a substantial influence on organizational behavior. In addition to this, the study puts forward the proposition that there is a preliminary framework which demonstrates how the collective impact of team-level factors, including factors such as organizational harmony, workplace dignity, workplace inclusion, work engagement, and organizational learning, influences the relationship between inclusive leadership and employee innovative behavior. The aforementioned factors may also be integrated into a green HRM strategy that facilitates the creation and exchange of value among key internal stakeholder groups and the organization, resulting in enhanced productivity, job satisfaction, and reduced turnover.
Tamaševičius et al. (Wed,) studied this question.