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Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach

INTRODUCTION: Although employees’ silence is a common phenomenon in organizations, the mediating role of relational silence has not been studied in inclusive leadership and innovative behavior. In this study, based on the theory of social exchange, relational silence is used as a mediating variable...

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Autores principales: Wu, Guo-feng, Li, Mei
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Frontiers Media S.A. 2023
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10025506/
https://www.ncbi.nlm.nih.gov/pubmed/36949905
http://dx.doi.org/10.3389/fpsyg.2023.1144791
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author Wu, Guo-feng
Li, Mei
author_facet Wu, Guo-feng
Li, Mei
author_sort Wu, Guo-feng
collection PubMed
description INTRODUCTION: Although employees’ silence is a common phenomenon in organizations, the mediating role of relational silence has not been studied in inclusive leadership and innovative behavior. In this study, based on the theory of social exchange, relational silence is used as a mediating variable to explore the internal mechanisms of inclusive leadership on employees’ innovative behavior. METHODS: Data from 263 in-service leaders and employees were collected using convenience sampling and analyzed using Amos and SPSS statistical software package via questionnaires distributed to companies in six cities in the Guangdong province of China. RESULTS: The results showed that inclusive leadership has a significant positive predictive effect on employees’ innovative behavior (β = 0.590, p < 0.01), while inclusive leadership is negative and significantly correlated with relational silence (β = −0.469, p < 0.01). More so, relational silence has a significant negative correlation with employees’ innovative behavior (β = −0.408, p < 0.01), and relational silence partially mediates the relationship between inclusive leadership and employee innovation behavior. DISCUSSION: The mediating role of relational silence between inclusive leadership and employees’ innovative behavior is revealed for the first time, theoretically broadening and enriching the connotation of inclusive leadership’s influence mechanism on employees’ innovative behavior and providing new ideas in practice for constructing inclusive leadership styles, reducing the incidence of relational silence, and evoking employees’ innovative behavior.
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spelling pubmed-100255062023-03-21 Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach Wu, Guo-feng Li, Mei Front Psychol Psychology INTRODUCTION: Although employees’ silence is a common phenomenon in organizations, the mediating role of relational silence has not been studied in inclusive leadership and innovative behavior. In this study, based on the theory of social exchange, relational silence is used as a mediating variable to explore the internal mechanisms of inclusive leadership on employees’ innovative behavior. METHODS: Data from 263 in-service leaders and employees were collected using convenience sampling and analyzed using Amos and SPSS statistical software package via questionnaires distributed to companies in six cities in the Guangdong province of China. RESULTS: The results showed that inclusive leadership has a significant positive predictive effect on employees’ innovative behavior (β = 0.590, p < 0.01), while inclusive leadership is negative and significantly correlated with relational silence (β = −0.469, p < 0.01). More so, relational silence has a significant negative correlation with employees’ innovative behavior (β = −0.408, p < 0.01), and relational silence partially mediates the relationship between inclusive leadership and employee innovation behavior. DISCUSSION: The mediating role of relational silence between inclusive leadership and employees’ innovative behavior is revealed for the first time, theoretically broadening and enriching the connotation of inclusive leadership’s influence mechanism on employees’ innovative behavior and providing new ideas in practice for constructing inclusive leadership styles, reducing the incidence of relational silence, and evoking employees’ innovative behavior. Frontiers Media S.A. 2023-03-06 /pmc/articles/PMC10025506/ /pubmed/36949905 http://dx.doi.org/10.3389/fpsyg.2023.1144791 Text en Copyright © 2023 Wu and Li. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
spellingShingle Psychology
Wu, Guo-feng
Li, Mei
Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach
title Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach
title_full Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach
title_fullStr Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach
title_full_unstemmed Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach
title_short Impact of inclusive leadership on employees’ innovative behavior: A relational silence approach
title_sort impact of inclusive leadership on employees’ innovative behavior: a relational silence approach
topic Psychology
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10025506/
https://www.ncbi.nlm.nih.gov/pubmed/36949905
http://dx.doi.org/10.3389/fpsyg.2023.1144791
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