Unveiling the impact of inclusive leadership on innovative behavior among female employees with two children: evidence from China

For female employees with two children, societal stereotypes and organizational barriers frequently hinder career progression and diminish proactive work attitudes, including a reluctance to engage in innovative behaviors. Consequently, it is imperative for organizations to strategically focus on fostering their innovative behavior. This research is grounded in social identity theory and social exchange theory. Using Mplus 8.0, we meticulously analyzed and processed data from 528 questionnaires. Through this approach, this research examined the underlying mechanism connecting inclusive leadership with innovative behavior among female employees who have two children. The findings revealed five pivotal insights: (1) Inclusive leadership was positively associated with the innovative behavior of female employees who have two children. (2) Relational identity mediated the relationship between inclusive leadership and the innovative behavior of female employees with two children. (3) Organizational identity also mediated this relationship. (4) Relational identity and organizational identity jointly played a chain mediating role between inclusive leadership and the innovative behavior of female employees with two children. (5) The organizational innovative climate exerted a moderating effect on the relationship between inclusive leadership and the innovative behavior of female employees with two children. The study’s conclusions elucidated the transmission mechanism between inclusive leadership and the innovative behavior of female employees with two children, offering valuable reference for enhancing the efficacy of human resource management within organizations.