Hostname: page-component-586b7cd67f-vdxz6 Total loading time: 0 Render date: 2024-11-21T23:51:57.911Z Has data issue: false hasContentIssue false
  • English
  • Français

Impact of inclusive leadership on innovative work behavior: The role of psychological safety

Published online by Cambridge University Press:  23 February 2017

Basharat Javed ,
Sayyed Muhammad Mehdi Raza Naqvi ,
Abdul Karim Khan ,
Surendra Arjoon  and
Hafiz Habib Tayyeb
Basharat Javed*
Affiliation:
Department of Management and Social science
Sayyed Muhammad Mehdi Raza Naqvi
Affiliation:
Human Resource Management, Capital University of Science and Technology Islamabad, Zone-V, Kahota Road Islamabad, Pakistan
Abdul Karim Khan
Affiliation:
Organizational Behavoiur, College of Business & Economics, United Arab Emirates University
Surendra Arjoon
Affiliation:
Business & Professional Ethics, The University of the West Indies, St Augustine Campus, Trinidad
Hafiz Habib Tayyeb
Affiliation:
Human Resource Management, Capital University of Science and Technology Islamabad, Zone-V, Kahota Road Islamabad, Pakistan
*
Corresponding author: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

The purpose of this study is to examine inclusive leadership as a predictor of innovative work behavior with the mediating role of psychological safety. Data were collected from supervisors–subordinates dyads working in textile industry in Pakistan. Our findings suggest that inclusive leadership is a positively related with innovative work behavior, and psychological safety mediates the effect of inclusive leadership on innovative work behavior. The leader–member exchange theory was used to build our theoretical model. We have also discussed theoretical and practical implications of our findings.

Keywords

creativityinnovation and R& Dleadershiporganizational changesafety climate
Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Issue 1 , January 2019 , pp. 117 - 136
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aarons, G. A., & Sommerfeld, D. H. (2012). Leadership, innovation climate, and attitudes toward evidence-based practice during a statewide implementation. Journal of the American Academy of Child & Adolescent Psychiatry, 51(4), 423–431.Google Scholar
Abbas, M., Raja, U., Darr, W., & Bouckenooghe, D. (2014). Combined effects of perceived politics and psychological capital on job satisfaction, turnover intentions, and performance. Journal of Management, 40(7), 1813–1830.Google Scholar
Afsar, B., F. Badir, Y., & Bin Saeed, B. (2014). Transformational leadership and innovative work behavior. Industrial Management & Data Systems, 114(8), 1270–1300.Google Scholar
Altunoğlu, A. E., & Gürel, E. B. B. (2015). Effects of leader–member exchange and perceived organizational support on organizational innovation: The case of Denizli Technopark. Procedia–Social and Behavioral Sciences, 207, 175–181.Google Scholar
Amabile, T. M. (1996). Creativity in context: Update to ‘the social psychology of creativity’. Boulder, CO: Westview Press.Google Scholar
Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15(1), 5–32.Google Scholar
Anderson, N. R., & West, M. A. (1998). Measuring climate for work group innovation: Development and validation of the team climate inventory. Journal of Organizational Behavior, 19(3), 235–258.Google Scholar
Anderson, N., De Dreu, C. K., & Nijstad, B. A. (2004). The routinization of innovation research: A constructively critical review of the state‐of‐the‐science. Journal of Organizational Behavior, 25(2), 147–173.Google Scholar
Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411.Google Scholar
Aryee, S., Walumbwa, F. O., Zhou, Q., & Hartnell, C. A. (2012). Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes. Human Performance, 25(1), 1–25.Google Scholar
Ashford, S. J., Sutcliffe, K., & Christianson, M. (2009). Speaking up and speaking out: The leadership dynamics of voice in organizations. In J. Greenberg, & M. S. Edwards (Eds.), Voice and silence in organizations (pp. 175–202). Bingley, UK: Emerald Group.Google Scholar
Baer, M., & Frese, M. (2003). Innovation is not enough: Climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organizational Behavior, 24(1), 45–68.Google Scholar
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16(1), 74–94.Google Scholar
Bailey, D., Bellandi, M., Caloffi, A., & De Propris, L. (2010). Place-renewing leadership: Trajectories of change for mature manufacturing regions in Europe. Policy Studies, 31(4), 457–474.Google Scholar
Basadur, M. (2004). Leading others to think innovatively together: Creative leadership. The Leadership Quarterly, 15(1), 103–121.Google Scholar
Basu, R., & Green, S. G. (1997). Leader‐member exchange and transformational leadership: An empirical examination of innovative behaviors in leader‐member dyads. Journal of Applied Social Psychology, 27(6), 477–499.Google Scholar
Battistelli, A., Montani, F., Odoardi, C., Vandenberghe, C., & Picci, P. (2014). Employees’ concerns about change and commitment to change among Italian organizations: The moderating role of innovative work behavior. The International Journal of Human Resource Management, 25(7), 951–978.Google Scholar
Bilimoria, D. (2012). Inclusive leadership. Leadership Excellence, 29(3), 13.Google Scholar
Bindl, U., & Parker, S. K. (2010). Proactive work behavior: Forward-thinking and change-oriented action in organizations (Vol. 2, pp. 567–598). Washington, DC: American Psychological Association.Google Scholar
Birdi, K., Leach, D., & Magadley, W. (2016). The relationship of individual capabilities and environmental support with different facets of designers’ innovative behavior. Journal of Product Innovation Management, 33(1), 19–35.Google Scholar
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley, Transaction Publishers.Google Scholar
Boekhorst, J. A. (2015). The role of authentic leadership in fostering workplace inclusion: A social information processing perspective. Human Resource Management, 54(2), 241–264.Google Scholar
Božic, L., & Ozretic-Došen, Ð. (2015). Enabling innovation and creativity in market-oriented firms. Baltic Journal of Management, 10(2), 144–165.Google Scholar
Brettel, M., Chomik, C., & Flatten, T. C. (2015). How organizational culture influences innovativeness, proactiveness, and risk‐taking: Fostering entrepreneurial orientation in SMEs. Journal of Small Business Management, 53(4), 868–885.Google Scholar
Brunswicker, S., & Vanhaverbeke, W. (2015). Open innovation in small and medium‐sized enterprises (SMEs): External knowledge sourcing strategies and internal organizational facilitators. Journal of Small Business Management, 53(4), 1241–1263.Google Scholar
Burke, C. S., Sims, D. E., Lazzara, E. H., & Salas, E. (2007). Trust in leadership: A multi-level review and integration. The Leadership Quarterly, 18(6), 606–632.Google Scholar
Cagliano, R., Blackmon, K., & Voss, C. (2001). Small firms under MICROSCOPE: International differences in production/operations management practices and performance. Integrated Manufacturing Systems, 12(7), 469–482.Google Scholar
Carmeli, A., Ben-Hador, B., Waldman, D. A., & Rupp, D. E. (2009). How leaders cultivate social capital and nurture employee vigor: Implications for job performance. Journal of Applied Psychology, 94(6), 1553–1561.Google Scholar
Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26(1), 81–98.Google Scholar
Carmeli, A., Dutton, J. E., & Hardin, A. E. (2015). Respect as an engine for new ideas: Linking respectful engagement, relational information processing and creativity among employees and teams. Human Relations, 68(6), 1021–1047.Google Scholar
Carmeli, A., Meitar, R., & Weisberg, J. (2006). Self-leadership skills and innovative behavior at work. International Journal of Manpower, 27(1), 75–90.Google Scholar
Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250–260.Google Scholar
Carmeli, A., Sheaffer, Z., Binyamin, G., Reiter‐Palmon, R., & Shimoni, T. (2014). Transformational leadership and creative problem‐solving: The mediating role of psychological safety and reflexivity. The Journal of Creative Behavior, 48(2), 115–135.Google Scholar
Choi, S. B., Tran, T. B. H., & Park, B. I. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: An International Journal, 43(6), 931–943.Google Scholar
Chowhan, J., Pries, F., & Mann, S. (2016). Persistent innovation and the role of human resource management practices, work organization, and strategy. Journal of Management & Organization, 1–16.Google Scholar
Clegg, C., Unsworth, K., Epitropaki, O., & Parker, G. (2002). Implicating trust in the innovation process. Journal of Occupational and Organizational Psychology, 75(4), 409–422.Google Scholar
Costigan, R. D., Insinga, R. C., Jason Berman, J., Ilter, S. S., Kranas, G., & Kureshov, V. A. (2006). A cross-cultural study of supervisory trust. International Journal of Manpower, 27(8), 764–787.Google Scholar
Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26(3), 435–462.Google Scholar
De Jong, J. P. J. (2006). Individual innovation: The connection between leadership and employees’ innovative work behavior. Paper provided by EIM Business and Policy Research in its series Scales Research Reports with number R200604. Retrieved October 24, 2007, from http://www.entrepreneurship-sme.eu/pdf-ez/R200604.pdf.Google Scholar
De Jong, J. P. J., Parker, S. K., Wennekers, S., & Wu, C. (2011). Corporate entrepreneurship at the individual level: Measurement and determinants (EIM Research Reports). Zoetermeer, vol. 11, pp. 13.Google Scholar
De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees’ innovative behaviour. European Journal of Innovation Management, 10(1), 41–64.Google Scholar
De Jong, J. P., & Den Hartog, D. N. (2008). Innovative work behavior: Measurement and validation. SCALES, Zoetermeer, Netherland.Google Scholar
De Jong, J., & Den Hartog, D. (2010). Measuring innovative work behaviour. Creativity and Innovation Management, 19(1), 23–36.Google Scholar
De Spiegelaere, S., Van Gyes, G., & Hootegem, G. V. (2012). Mainstreaming innovation in Europe – Findings on employee innovation and workplace learning from Belgium. Lifelong Learning in Europe (LLinE), 17(4), 1–20.Google Scholar
De Spiegelaere, S., Van Gyes, G., Vandekerckhove, S., & Hootegem, G. V. (2012). Job design and innovative work behavior: Enabling innovation through active or low-strain jobs? HIVA - K.U. Leuven, CeSO, Katholieke Universiteit Leuven. Available at SSRN 2158618.Google Scholar
De Spiegelaere, S., Van Gyes, G., De Witte, H., Niesen, W., & Van Hootegem, G. (2014). On the relation of job insecurity, job autonomy, innovative work behaviour and the mediating effect of work engagement. Creativity and Innovation Management, 23(3), 318–330.Google Scholar
Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869–884.Google Scholar
Detert, J. R., & Edmondson, A. C. (2011). Implicit voice theories: Taken-for-granted rules of self-censorship at work. Academy of Management Journal, 54(3), 461–488.Google Scholar
Dorenbosch, L., Engen, M. L. V., & Verhagen, M. (2005). On‐the‐job innovation: The impact of job design and human resource management through production ownership. Creativity and Innovation Management, 14(2), 129–141.Google Scholar
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.Google Scholar
Edmondson, A. C. (2004). Psychological safety, trust, and learning in organizations: A group-level lens. In R. M. Kramer & K. S. Cook (Eds.), Trust and distrust in organizations: Dilemmas and approaches. New York: Russell Sage Foundation.Google Scholar
Edmondson, A. C., Kramer, R. M., & Cook, K. S. (2004). Psychological safety, trust, and learning in organizations: A group-level lens. Trust and Distrust in Organizations: Dilemmas and Approaches, 12, 239–272.Google Scholar
Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 23–43.Google Scholar
Ellen Mathisen, G., Einarsen, S., & Mykletun, R. (2012). Creative leaders promote creative organizations. International Journal of Manpower, 33(4), 367–382.Google Scholar
Enkel, E., & Gassmann, O. (2010). Creative imitation: Exploring the case of cross‐industry innovation. R&D Management, 40(3), 256–270.Google Scholar
Fletcher, J. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. The Leadership Quarterly, 15(5), 647–661.Google Scholar
Fletcher, J. K. (2007). Leadership, power, and positive relationships. In J. E. Dutton, & B. R. Ragins (Eds.), Exploring positive relationships at work: Building a theoretical and research foundation (pp. 347–371). New York: Psychology Press.Google Scholar
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, XVIII, 382–388.Google Scholar
Foss, L., Woll, K., & Moilanen, M. (2013). Creativity and implementations of new ideas: Do organisational structure, work environment and gender matter? International Journal of Gender and Entrepreneurship, 5(3), 298–322.Google Scholar
Franco, M., & Haase, H. (2016). Collective entrepreneurship: Employees’ perceptions of the influence of leadership styles. Journal of Management & Organization, 1–17.Google Scholar
Fuller, J. B., Marler, L. E., & Hester, K. (2006). Promoting felt responsibility for constructive change and proactive behavior: Exploring aspects of an elaborated model of work design. Journal of Organizational Behavior, 27(8), 1089–1120.Google Scholar
Gerybadze, A., Hommel, U., Reiners, H. W., & Thomaschewski, D. (Eds). (2010). Introduction: Managing innovation in turbulent times. In Innovation and international corporate growth (pp. 1–7). Heidelberg: Springer Berlin.Google Scholar
Ghobadian, A., & Gallear, D. (1997). TQM and organization size. International Journal of Operations & Production Management, 17(2), 121–163.Google Scholar
Gong, Y., Cheung, S. Y., Wang, M., & Huang, J. C. (2012). Unfolding the proactive process for creativity integration of the employee proactivity, information exchange, and psychological safety perspectives. Journal of Management, 38(5), 1611–1633.Google Scholar
Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. Research in Organizational Behavior, 9, 175–208.Google Scholar
Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62(4), 461–473.Google Scholar
Hammond, M. M., Neff, N. L., Farr, J. L., Schwall, A. R., & Zhao, X. (2011). Predictors of individual-level innovation at work: A meta-analysis. Psychology of Aesthetics, Creativity, and the Arts, 5(1), 90–105.Google Scholar
Hirak, R., Peng, A. C., Carmeli, A., & Schaubroeck, J. M. (2012). Linking leader inclusiveness to work unit performance: The importance of psychological safety and learning from failures. The Leadership Quarterly, 23(1), 107–117.Google Scholar
Hollander, E. P. (2009). Inclusive leadership: The essential leader-follower relationship. New York: Routledge.Google Scholar
Hollander, E. (2012). Inclusive leadership: The essential leader-follower relationship. New York: Routledge.Google Scholar
Hotho, S., & Champion, K. (2011). Small businesses in the new creative industries: Innovation as a people management challenge. Management Decision, 49(1), 29–54.Google Scholar
Hu, L. T., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1–55.Google Scholar
Hunter, S. T., Bedell, K. E., & Mumford, M. D. (2007). Climate for creativity: A quantitative review. Creativity Research Journal, 19(1), 69–90.Google Scholar
Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92(1), 269–277.Google Scholar
Imran, R., & Anis-ul-Haque, M. (2011). Mediating effect of organizational climate between transformational leadership and innovative work behaviour. Pakistan Journal of Psychological Research, 26(2), 183–199.Google Scholar
Janakiraman, M. (2011). Inclusive leadership: Critical for a competitive advantage. Berlitz Cultural Insights Series, pp. 1–6, Berlitz Languages, Princeton, NJ.Google Scholar
Janssen, O. (2000). Job demands, perceptions of effort‐reward fairness and innovative work behaviour. Journal of Occupational and Organizational Psychology, 73(3), 287–302.Google Scholar
Janssen, O. (2002). Transformational leadership and innovative work behavior of employees: A question of approachability of the leader. Behavior and Organization, 15, 275–293.Google Scholar
Janssen, O. (2005). The joint impact of perceived influence and supervisor supportiveness on employee innovative behaviour. Journal of Occupational and Organizational Psychology, 78(4), 573–579.Google Scholar
Jaiswal, N. K., & Dhar, R. L. (2015). Transformational leadership, innovation climate, creative self-efficacy and employee creativity: A multilevel study. International Journal of Hospitality Management, 51, 30–41.Google Scholar
Janssen, O., & Van Yperen, N. W. (2004). Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal, 47(3), 368–384.Google Scholar
Javed, B., Bashir, S., Rawwas, M. Y., & Arjoon, S. (2016). Islamic work ethic, innovative work behavior, and adaptive performance: The mediating mechanism and an interesting effect. Current Issues in Tourism. 1–17, doi:10.1080/13683500.2016.1171830.Google Scholar
Jöreskog, K. G., & Sörbom, D. (2006). LISREL 8.80 for Windows [Computer software]. Lincolnwood, IL: Scientific Software International.Google Scholar
Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14(4), 525–544.Google Scholar
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.Google Scholar
Kanfer, R., & Ackerman, P. L. (1989). Motivation and cognitive abilities: An integrative/aptitude-treatment interaction approach to skill acquisition. Journal of Applied Psychology, 74(4), 657–690.Google Scholar
Kanter, R. M. (1988). Three tiers for innovation research. Communication Research, 15(5), 509–523.Google Scholar
Kark, R., & Carmeli, A. (2009). Alive and creating: The mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement. Journal of Organizational Behavior, 30(6), 785–804.Google Scholar
Kaufman, J. C. (2009). Creativity 101. New York: Springer.Google Scholar
Kessel, M., Hannemann-Weber, H., & Kratzer, J. (2012). Innovative work behavior in healthcare: The benefit of operational guidelines in the treatment of rare diseases. Health Policy, 105(2), 146–153.Google Scholar
Kessel, M., Kratzer, J., & Schultz, C. (2012). Psychological safety, knowledge sharing, and creative performance in healthcare teams. Creativity and Innovation Management, 21(2), 147–157.Google Scholar
Klijn, M., & Tomic, W. (2010). A review of creativity within organizations from a psychological perspective. Journal of Management Development, 29(4), 322–343.Google Scholar
Kline, R. B. (2005). Principles and practice of structural equation modeling, 2nd ed., New York: Guilford Press.Google Scholar
Khan, A. K., Moss, S., Quratulain, S., & Hameed, I. (in press). When and how subordinate performance leads to abusive supervision a social dominance perspective. Journal of Management, 0149206316653930.Google Scholar
Kriegesmann, B., Kley, T., & Schwering, M. G. (2007). Making organizational learning happen: The value of ‘creative failures’. Business Strategy Series, 8(4), 270–276.Google Scholar
Lauser, B. (2010). Post-merger integration and change processes from a complexity perspective. Baltic Journal of Management, 5(1), 6–27.Google Scholar
Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. Research in Personnel and Human Resources Management, 15, 47–120.Google Scholar
Lindell, M. K., & Whitney, D. J. (2001). Accounting for common method variance in cross-sectional research designs. Journal of Applied Psychology, 86(1), 114–121.Google Scholar
Liu, D., Liao, H., & Loi, R. (2012). The dark side of leadership: A three-level investigation of the cascading effect of abusive supervision on employee creativity. Academy of Management Journal, 55(5), 1187–1212.Google Scholar
Love, J. H., & Roper, S. (2015). SME innovation, exporting and growth: A review of existing evidence. International Small Business Journal, 33(1), 28–48.Google Scholar
Martens, Y. (2011). Creative workplace: Instrumental and symbolic support for creativity. Facilities, 29(1/2), 63–79.Google Scholar
March, L., Herman, H., & Ashkanasy, N. (2015). A multilevel model of transformational leadership, affect, and creative process behavior in work teams. The Leadership Quarterly, 26(4), 543–556.Google Scholar
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1–13.Google Scholar
McAdam, R., & McClelland, J. (2002). Sources of new product ideas and creativity practices in the UK textile industry. Technovation, 22(2), 113–121.Google Scholar
McAdam, R., McConvery, T., & Armstrong, G. (2004). Barriers to innovation within small firms in a peripheral location. International Journal of Entrepreneurial Behavior & Research, 10(3), 206–221.Google Scholar
Menzel, H. C., Aaltio, I., & Ulijn, J. M. (2007). On the way to creativity: Engineers as intrapreneurs in organizations. Technovation, 27(12), 732–743.Google Scholar
Miceli, M. P., Near, J. P., & Dworkin, T. M. (2009). A word to the wise: How managers and policy-makers can encourage employees to report wrongdoing. Journal of Business Ethics, 86(3), 379–396.Google Scholar
Morhart, F. M., Herzog, W., & Tomczak, T. (2009). Brand-specific leadership. Journal of Marketing, 73(5), 122–142.Google Scholar
Montani, F., Battistelli, A., & Odoardi, C. (2015). Proactive goal generation and innovative work behavior: The moderating role of affective commitment, production ownership and leader support for innovation. The Journal of Creative Behavior, 1–27.Google Scholar
Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. The Academy of Management Annals, 5(1), 373–412.Google Scholar
Mosey, S., Clare, J. N., & Woodcock, D. J. (2002). Innovation decision making in British manufacturing SMEs. Integrated Manufacturing Systems, 13(3), 176–184.Google Scholar
Mukherjee, S. B., & Ray, A. (2009). Innovative work behavior of managers: Implications regarding stressful challenges of modernized public-and private-sector organizations. Industrial Psychiatry Journal, 18(2), 101–107.Google Scholar
Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966.Google Scholar
Nicholson, N., & West, M. (1988). Managerial job change: Men and women in transition. New York: Cambridge University Press.Google Scholar
Nishii, L. H., & Mayer, D. M. (2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94(6), 1412–1426.Google Scholar
Oukes, T. (2010). Innovative work behavior: A case study at a tire manufacturer. Retrieved October 24, 2015, from http://purl.utwente.nl/essays/62728.Google Scholar
Pan, W., Sun, L. Y., & Chow, I. H. S. (2012). Leader-member exchange and employee creativity: Test of a multilevel moderated mediation model. Human Performance, 25(5), 432–451.Google Scholar
Piansoongnern, O. (2016). Chinese leadership and its impacts on innovative work behavior of the Thai employees. Global Journal of Flexible Systems Management, 17(1), 15–27.Google Scholar
Piccolo, R. F., Greenbaum, R., Hartog, D. N. D., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(2–3), 259–278.Google Scholar
Pieterse, A. N., Van Knippenberg, D., Schippers, M., & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609–623.Google Scholar
Pless, N., & Maak, T. (2004). Building an inclusive diversity culture: Principles, processes and practice. Journal of Business Ethics, 54(2), 129–147.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.Google Scholar
Quinns, C. L., Haggard, C. S., & Ford, B. A. (2006). Preparing new teachers for leadership roles: A model in four phases 1. School Leadership and Management, 26(1), 55–68.Google Scholar
Raja, U., Johns, G., & Ntalianis, F. (2004). The impact of personality on psychological contracts. Academy of Management Journal, 47(3), 350–367.Google Scholar
Rank, J., Pace, V. L., & Frese, M. (2004). Three avenues for future research on creativity, innovation, and initiative. Applied Psychology, 53(4), 518–528.Google Scholar
Rasulzada, F., & Dackert, I. (2009). Organizational creativity and innovation in relation to psychological well-being and organizational factors. Creativity Research Journal, 21(2–3), 191–198.Google Scholar
Raub, S., & Robert, C. (2010). Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values. Human Relations, 63(11), 1743–1770.Google Scholar
Resick, C. J., Hargis, M. B., Shao, P., & Dust, S. B. (2013). Ethical leadership, moral equity judgments, and discretionary workplace behavior. Human Relations, 1–22, 0018726713481633.Google Scholar
Reuvers, M., Van Engen, M. L., Vinkenburg, C. J., & Wilson‐Evered, E. (2008). Transformational leadership and innovative work behaviour: Exploring the relevance of gender differences. Creativity and Innovation Management, 17(3), 227–244.Google Scholar
Roussin, C. J. (2008). Increasing trust, psychological safety, and team performance through dyadic leadership discovery. Small Group Research, 39(2), 224–248.Google Scholar
Ryan, J. (2006). Inclusive leadership and social justice for schools. Leadership and Policy in Schools, 5(1), 3–17.Google Scholar
Sanchez-Famoso, V., Maseda, A., & Iturralde, T. (in press). Family involvement in top management team: Impact on relationships between internal social capital and innovation. Journal of Management & Organization (forthcoming).Google Scholar
Sanders, K., Moorkamp, M., Torka, N., Groeneveld, S., & Groeneveld, C. (2010). How to support innovative behaviour? The role of LMX and satisfaction with HR practices. Technology and Investment, 1, 59–68.Google Scholar
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92.Google Scholar
Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580–607.Google Scholar
Scott, S. G., & Bruce, R. A. (1998). Following the leader in R&D: The joint effect of subordinate problem-solving style and leader-member relations on innovative behavior. IEEE Transactions on Engineering Management, 45(1), 3–10.Google Scholar
Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96(5), 981–1003.Google Scholar
Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577–594.Google Scholar
Shamir, B., & Howell, J. M. (2000). The role of followers in the charismatic leadership process: Susceptibility, social construction, and leader empowerment. Paper Presented At The Academy of Management Annual Meeting, Toronto.Google Scholar
Sharifirad, M. S., & Ataei, V. (2012). Organizational culture and innovation culture: Exploring the relationships between constructs. Leadership & Organization Development Journal, 33(5), 494–517.Google Scholar
Sharifirad, M. S. (2013). Transformational leadership, innovative work behavior, and employee well-being. Global Business Perspectives, 1(3), 198–225.Google Scholar
Shin, S. J., & Zhou, J. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703–714.Google Scholar
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37, 1262–1289.Google Scholar
Taştan, S. B., & Güçel, C. (2014). Explaining intrapreneurial behaviors of employees with perceived organizational climate and testing the mediating role of organizational identification: A research study among employees of Turkish innovative firms. Procedia-Social and Behavioral Sciences, 150, 862–871.Google Scholar
Tett, R. P., & Guterman, H. A. (2000). Situation trait relevance, trait expression, and cross-situational consistency: Testing a principle of trait activation. Journal of Research in Personality, 34(4), 397–423.Google Scholar
Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52(3), 591–620.Google Scholar
Tierney, P. (2008). Leadership and employee creativity. In J. Zhou & C. E. Shalley (Eds.), Handbook of Organizational Creativity (pp. 95–123). New York, NY: Lawrence Erlbaum Associates.Google Scholar
Tu, Y. D., & Lu, X. X. (2013). How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116(2), 441–455.Google Scholar
Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The Leadership Quarterly, 17(6), 654–676.Google Scholar
Vaill, P. B. (1996). Learning as a way of being: Strategies for survival in a world of permanent white water (Vol. 216). San Francisco, CA: Jossey-Bass.Google Scholar
Volmer, J., Spurk, D., & Niessen, C. (2012). Leader–member exchange (LMX), job autonomy, and creative work involvement. The Leadership Quarterly, 23(3), 456–465.Google Scholar
Wang, X. H. F., Fang, Y., Qureshi, I., & Janssen, O. (2015). Understanding employee innovative behavior: Integrating the social network and leader–member exchange perspectives. Journal of Organizational Behavior, 36(3), 403–420.Google Scholar
Walumbwa, F. O., Cropanzano, R., & Goldman, B. M. (2011). How leader–member exchange influences effective work behaviors: Social exchange and internal–external efficacy perspectives. Personnel Psychology, 64(3), 739–770.Google Scholar
Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275–1286.Google Scholar
Wan, F., Williamson, P. J., & Yin, E. (2015). Antecedents and implications of disruptive innovation: Evidence from China. Technovation, 39, 94–104.Google Scholar
West, M. A., & Richter, A. W. (2008). Climates and cultures for innovation and creativity at work. In J. Zhou, & C. Shalley (Eds.), Handbook of organizational creativity (pp. 211–236). New York: Lawrence Erlbaum Associates.Google Scholar
Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293–321.Google Scholar
Xerri, M., Brunetto, Y., & Shacklock, K. (2009). The innovative behaviour of employees within a small to medium sized enterprise: a social capital perspective. Proceedings of the 23rd ANZAM Conference, Sustainability Management and Marketing, 1–4 December, Crown Promenade Hotel, Melbourne.Google Scholar
Yeh-Yun Lin, C., & Liu, F. C. (2012). A cross-level analysis of organizational creativity climate and perceived innovation: The mediating effect of work motivation. European Journal of Innovation Management, 15(1), 55–76.Google Scholar
Yin, L. W. (2013). Inclusive leadership and employee voice: Mediating roles of psychological safety and leader-member exchange. Doctoral dissertation. Hong Kong Baptist University, Hong Kong.Google Scholar
Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81–93.Google Scholar
Zlatanović, D., & Mulej, M. (2015). Soft-systems approaches to knowledge-cum-values management as innovation drivers. Baltic Journal of Management, 10(4), 497–518.Google Scholar
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128.Google Scholar
Zhang, A. Y., Tsui, A. S., & Wang, D. X. (2011). Leadership behaviors and group creativity in Chinese organizations: The role of group processes. The Leadership Quarterly, 22(5), 851–862.Google Scholar
Zhou, Q., & Pan, W. (2015). A cross-level examination of the process linking transformational leadership and creativity: The role of psychological safety climate. Human Performance, 28(5), 405–424.Google Scholar
Zhao, X., Lynch, J. G., & Chen, Q. (2010). Reconsidering Baron and Kenny: Myths and truths about mediation analysis. Journal of Consumer Research, 37(2), 197–206.Google Scholar
Zhou, K. Z., Yim, C. K., & Tse, D. K. (2005). The effects of strategic orientations on technology-and market-based breakthrough innovations. Journal of Marketing, 69(2), 42–60.Google Scholar