Moderating Multiple Mediation Model of the Impact of Inclusive Leadership on Employee Innovative Behavior

被引:27
|
作者
Wang, Hui [1 ]
Chen, Min [1 ]
Li, Xiangqing [1 ]
机构
[1] Xiangtan Univ, Business Sch, Human Resource Management Dept, Xiangtan, Peoples R China
来源
FRONTIERS IN PSYCHOLOGY | 2021年 / 12卷
关键词
inclusive leadership; psychological safety; creative self-efficacy; innovation rewards; employee innovative behavior; moderating multiple mediation model; CREATIVE SELF-EFFICACY; PSYCHOLOGICAL SAFETY; ORGANIZATIONAL CULTURE; REWARDS; PERFORMANCE; ANTECEDENTS; COMMITMENT; ENGAGEMENT; MANAGEMENT; WORKPLACE;
D O I
10.3389/fpsyg.2021.666477
中图分类号
B84 [心理学];
学科分类号
04 ; 0402 ;
摘要
Leadership is an important antecedent variable of employee innovative behavior. In previous studies, the influence of inclusive leadership on employee innovative behavior mainly focus on one mediating variable, which may lead to a deviation in parameter estimation due to the omission of other mediating variables. According to the social cognitive theory and motivation theory and from the perspective of cognitive-motivation integration, this study establishes a moderating multi-mediation model to understand the impact of inclusive leadership on employee innovative behavior. Psychological safety and creative self-efficacy are used as mediating variables, and innovation rewards are used as moderating variables. The data are collected from 418 employees of the manufacturing industry in China. The results show that, at first, inclusive leadership has a positive effect on employee innovative behavior. Secondly, both psychological safety and creative self-efficacy play partial mediating effects between inclusive leadership and employee innovative behavior, with the effect of the former being significantly smaller than that of the latter. Thirdly, innovation rewards positively moderate the relationships of "psychological safety-employee innovative behavior" and of "creative self-efficacy-employee innovative behavior." Fourthly, innovation rewards positively moderate the indirect effect of inclusive leadership on employee innovative behavior through psychological safety and creative self-efficacy. These findings are not only helpful to expand how inclusive leadership influences the innovative behavior of employees but also provides some suggestions for enterprise innovation development.
引用
收藏
页数:18
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