Author(s) :

Sachitaa Srivastava, Lata Bajpai Singh.

Volume/Issue :

Abstract :

The goal of this study is to examine the direct relationship between inclusive leadership and innovative work behaviour. In addition, the study examines the indirect influence of inclusive leadership on innovative work behaviour through thriving at work. With the aid of a validated instrument, 380 respondents from the hospitality industry provided primary data for the study. Using PLS-sem, the measurement model, structural model, and mediation analysis were analysed. The study's structural model explored the direct and indirect effects of inclusive leadership on innovative work behaviour, as mediated by thriving at work. Positive and significant correlations were found between inclusive leadership and thriving at work, as well as inclusive leadership and innovative work behaviour. In addition, a favourable and statistically significant correlation was also identified between thriving at work and innovative work behaviour. Moreover, thriving at work strongly mediated the positive association between inclusive leadership and innovative work behaviour.The offered research is beneficial to both academics and practitioners. The study makes a substantial contribution to the literature on thriving at work and innovative work behaviour. HR professionals and managers in the hospitality industry should be made more aware of the advantages of being inclusive and how it helps employees be more innovative and performing better at work.

No. of Downloads :

14

KEYWORDS:

Inclusive Leadership, Thriving At Work, Innovative Work Behavior, Hospitality Employees

INTRODUCTION & OBJECTIVES:

In today's competitive marketplace, firms must discover ways to foster innovation in order to remain relevant to their customers (Mansoor et al., 2021 [1]). According to previous studies, innovation is not just a concern for researchers and developers, but for the long-term sustainability of the business, all employees and departments must be receptive to innovation in their respective roles (Kivimaa et al., 2021 [2]; Lee & Wong, 2017 [3]). The significant risks associated with innovative work behavior (IWB) suggest that it is a kind of unusual behaviour where workers reject conventional thinking and are able to discuss novel concepts (Kanter, 1988 [4]; Kessel et al., 2012 [5]). This demonstrates that subordinates question the power structure by dissenting with their managers; hence, to advance IWB, they require a significant degree of autonomy (Wang et al., 2021 [6]). When leaders empower their team members, employees develop autonomy and the flexibility to share their thoughts (Foss et al., 2013 [7]). Research on the causes of IWB has been conducted for many years at the organisational, work group, and individual levels (Purwanto et al., 2021 [8]; Van Zyl et al., 2021 [9]; Karani et al., 2021 [10]). According to these research, IWB has a strong connection to leadership, group dynamics, atmosphere at work, personal differences, job attributes and demand, identity, and value systems, among other things. Among all of these IWB predictions, leadership has a significant impact on workers' IWB. The growing number of corporate scandals and failures, together with the negative repercussions of poor corporate governance at the micro and macro level, has highlighted the need for strong organizational governance. The importance of the leader's role and obligation in implementing strong corporate governance has increased (Modise, 2021 [11]). This research investigates how relational leadership promotes IWB which signifies the good governance in the organisation (Mansoor et al., 2021 [1]). We narrow our focus to a certain type of relational leadership known as inclusive leadership (IL), because the association between IL and IWB has garnered less attention. Inclusive leaders encourage participation in all phases of decision-making, demonstrating their accessibility to employees (Van Knippenberg & van Ginkel, 2022 [12]). Consequently, they urge their workforce to develop innovative & unique solutions (Javed et al., 2021 [13]). We also intend to investigate the mediation process between the IL-IWB link. It is vital to understand the mechanism by which IL can foster IWB. According to Spreitzer et al. (2005) [14] The organisational notion of

DOI:

https://doi.org/10.58426/cgi.v4.i2.2022.47-63