TY - JOUR
T1 - Inclusive Leadership and Innovative Work Behavior
T2 - Examination of LMX Perspective in Small Capitalized Textile Firms
AU - Javed, Basharat
AU - Khan, Abdul Karim
AU - Quratulain, Samina
N1 - Publisher Copyright:
© 2018, © 2018 Taylor & Francis Group, LLC.
PY - 2018/11/17
Y1 - 2018/11/17
N2 - The purpose of this paper is to explore the relationship between inclusive leadership, Leader-Member Exchange (LMX) and innovative work behavior (IWB) in employees of small capitalized textile firms of Pakistan. We hypothesized that LMX mediates the relationship between inclusive leadership and IWB. We collected data from 150 supervisors–subordinate dyads to test our hypotheses. We selected small capitalized firms because they are more innovative and change-oriented in order to enhance their innovativeness. Moreover, these firms enjoy the benefits of lack of bureaucracy and low resistance to change. Therefore, employees are better able to experience a close relationship with entrepreneurial leaders who tend to be inclusive, in order to facilitate the process of innovation. In line with these facts, our results also suggest that inclusive leadership is positively related with IWB and LMX partially mediates this relationship. The theoretical and practical implications of our findings are also discussed.
AB - The purpose of this paper is to explore the relationship between inclusive leadership, Leader-Member Exchange (LMX) and innovative work behavior (IWB) in employees of small capitalized textile firms of Pakistan. We hypothesized that LMX mediates the relationship between inclusive leadership and IWB. We collected data from 150 supervisors–subordinate dyads to test our hypotheses. We selected small capitalized firms because they are more innovative and change-oriented in order to enhance their innovativeness. Moreover, these firms enjoy the benefits of lack of bureaucracy and low resistance to change. Therefore, employees are better able to experience a close relationship with entrepreneurial leaders who tend to be inclusive, in order to facilitate the process of innovation. In line with these facts, our results also suggest that inclusive leadership is positively related with IWB and LMX partially mediates this relationship. The theoretical and practical implications of our findings are also discussed.
KW - Inclusive leadership
KW - innovative work behavior
KW - leader member exchange
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U2 - 10.1080/00223980.2018.1489767
DO - 10.1080/00223980.2018.1489767
M3 - Article
C2 - 30260768
AN - SCOPUS:85053937729
SN - 0022-3980
VL - 152
SP - 594
EP - 612
JO - Journal of Psychology: Interdisciplinary and Applied
JF - Journal of Psychology: Interdisciplinary and Applied
IS - 8
ER -