Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator

Unveiling the Nexus: Influence of learning motivation on organizational performance and innovative climate of Chinese firms

This study delves into the interplay between learning motivation, organizational performance, and the innovative climate within Chinese firms. It is a subject of frequent discussion in literature but there is little concrete evidence supporting this viewpoint within the context of small and medium size enterprises in China. Drawing upon a comprehensive review of existing literature and empirical data gathered, this research aims to uncover the connections between employee learning motivation and its impact on the organizational dynamics in the context of Chinese firms. A cross sectional survey is used to collect the data of 115 Chinese firms and structural equation modelling (SEM) is used for empirical analysis. The results show that success of firms in terms of innovation is significantly influenced by organizational learning motivation. Moreover, innovative environment of the firms increases the overall performance of the organizations. It is also found that factors affecting the innovations have a significant impact on organizational performance. The findings of the study suggest that firms should develop organizational learning motivation to boost their innovation capability and overall performance. This study offers insights and recommendations for organizations and policymakers seeking to harness the potential of learning motivation to drive sustainable growth, competitiveness, and innovation in Chinese firms.

A dual mediation model of the association between principal inclusive leadership and teacher innovative behavior

Teacher innovation is crucial for the education system to adapt to contemporary society's evolving demands. However, the underlying mechanism of how inclusive leadership positively impacts employees' innovative behavior remains incomplete. Therefore, drawing upon the social cognitive theory, this study aims to comprehensively examine the mediating effects of teachers' psychological empowerment and school innovation climate on the relationship between inclusive leadership and innovative behavior among primary and junior teachers. A total of 358 valid questionnaires were administered to primary and junior teachers in mainland China using a convenience sampling approach. The data were analyzed using hierarchical linear modeling and bootstrap testing, revealing a positive relationship between principal inclusive leadership and teacher innovative behavior. Additionally, teachers' psychological empowerment and school innovation climate were found to mediate this relationship, with the former playing a crucial role. The findings can enhance existing research on the impact of inclusive leadership in basic education. They also offer a new perspective for analyzing how inclusive leadership affects employees' innovative behavior and provide valuable insights into stimulating innovation among primary and junior teachers.

Fostering voice behavior in correctional institutions: Investigating the role of organizational support and proactive personality

This research delves into the intricate interplay between perceived organizational support, proactive personality, and voice behavior. Furthermore, it establishes the pivotal role of work engagement as a mediating factor within the articulated research model. The study engaged 287 healthcare professionals within correctional institutions and detention centers in Indonesia, employing a dual-phase questionnaire distribution to capture the dynamic aspects of the participants' experiences. Utilizing the statistical technique of Partial Least Square-Structural Equation Modeling with the SmartPLS 4 program as an analysis tool, the collected data underwent comprehensive analysis. The outcomes reveal that proactive personality significantly influences voice behavior both directly and indirectly through its impact on work engagement. Conversely, perceived organizational support directly influences work engagement but does not exhibit a direct impact on voice behavior. These findings underscore the significance of proactive personality in fostering a conducive environment for constructive organizational change from a grassroots perspective. The study suggests that organizations prioritize the cultivation of proactive personality traits to stimulate voice behavior, thereby facilitating ongoing improvements and sustainable organizational progress.

A study on the double-edged sword effect of inclusive leadership on employees' work behaviour-dual path perspective of cognition and affection

In order to cope with the volatile social environment and organisational change, more and more scholars call on leaders to stimulate subordinate effectiveness to a greater extent with inclusive behaviour. Existing studies focus on the positive impact of inclusive leadership, but ignore its potential negative impact. This study integrates Cognition-affection Personality System Theory to explore the double-edged sword mechanism of inclusive leadership on subordinates' work behaviour. Through the data analysis of 518 paired questionnaires collected in three stages, the results are as follows: Inclusive leadership has a positive impact on subordinates' psychological entitlement and state gratitude; Psychological entitlement and state gratitude play mediation roles not only between inclusive leadership and work withdrawal behaviour, but also between inclusive leadership and active behaviour; Subordinate narcissistic personality moderates the positive effect of inclusive leadership on psychological entitlement and state gratitude, and then moderates the indirect effect of inclusive leadership on subordinate work withdrawal behaviour and proactive behaviour through psychological entitlement and state gratitude. The above results expand the research on the action mechanism and boundary conditions of inclusive leadership in Chinese organisational context, and provide practical guidance for organisational managers to effectively conduct inclusive leadership.

Effects of nurse managers' inclusive leadership on nurses' psychological safety and innovative work behavior: The moderating role of collectivism

INTRODUCTION

In the rapidly evolving healthcare landscape, the capacity to foster innovative work behavior among nurses is increasingly important. This study examined the dynamics between inclusive leadership, psychological safety, collectivism, and innovative work behavior among nurses.

DESIGN

The study used a cross-sectional, correlational design.

METHODS

This study utilized data from 730 medical-surgical nurses who provided direct care to patients. Standardized instruments were used to assess key study variables. Statistical analyses, including moderated mediation regressions, were employed to investigate the complex interplay among these variables.

RESULTS

We found a positive association between inclusive leadership and innovative work behavior, and psychological safety mediated this relationship. Collectivism moderated inclusive leadership's direct relationship with psychological safety and its indirect relationship with innovative work behavior. The results revealed that nurses with lower levels of collectivism were more responsive to their managers' inclusive behaviors, strengthening the relation between inclusive leadership, psychological safety, and innovative work behavior.

CONCLUSION

Our findings suggest that promoting inclusive leadership behaviors among nurse managers to create a psychologically safe environment can motivate nurses to engage in innovative work behavior. However, it is also important to understand that the effectiveness of leadership may differ depending on the collectivist values of individual nurses.

CLINICAL RELEVANCE

Nurse managers should adopt inclusive leadership behaviors, such as valuing trust, open communication, and diversity, in order to foster psychological safety and innovative work behavior among nurses.

The moderating effect of perceived organizational support on presenteeism related to the inclusive leadership

AIM

This study aimed to assess inclusive leadership and presenteeism among clinical nurses and to examine the moderating effect of perceived organizational support on presenteeism related to the inclusive leadership among nurses.

BACKGROUND

Nurses' presenteeism has become common. In hospitals, inclusive leadership is an acknowledged leadership style that has a positive influence on nurses. However, little emphasis has been paid to research on their relationships and moderating effect.

METHODS

A cross-sectional study was undertaken to assess 2222 nurses using a general information questionnaire, Stanford Presenteeism Scale (SPS-6), Perceived Organisational Support Scale, and Inclusive Leadership Scale. Study variables were analyzed using descriptive statistics, correlation, and structural equation modelling (SEM).

RESULTS

Presenteeism was relatively severe among clinical nurses. There were correlations between inclusive leadership, perceived organizational support and presenteeism. Perceived organizational support moderated the relationship between inclusive leadership and presenteeism.

DISCUSSION AND CONCLUSION

Nursing managers should actively adopt an inclusive leadership style and improve nurses' sense of perceived organizational support to improve clinical nurses' presenteeism behaviors.

IMPLICATIONS FOR NURSING POLICY AND PRACTICE

Healthcare organizations and nursing managers should pay attention to the psychological needs of their nurses, provide complete understanding and support, encourage staff to actively participate in their work and contribute new ideas and opinions, reduce the incidence of presenteeism, and improve nurses' sense of well-being at work.

Association between Organizational Support and Turnover Intention in Nurses: A Systematic Review and Meta-Analysis

Although recent studies suggest a negative relationship between organizational support and turnover intention among nurses, there has been no systematic review on this issue. The aim of this systematic review and meta-analysis was to synthesize and evaluate the association between organizational support and turnover intention in nurses. The review protocol was registered with PROSPERO (CRD42023447109). A total of eight studies with 5754 nurses were included. All studies were cross-sectional and were conducted after 2010. Quality was moderate in five studies and good in three studies. We found a moderate negative correlation between organizational support and turnover intention since the pooled correlation coefficient was -0.32 (95% confidence interval: -0.42 to -0.21). All studies found a negative correlation between organizational support and turnover intention ranging from -0.10 to -0.51. A leave-one-out sensitivity analysis showed that our results were stable when each study was excluded. Egger's test and funnel plot suggested the absence of publication bias in the eight studies. Subgroup analysis showed that the negative correlation between organizational support and turnover intention was stronger in studies in China and Australia than those in Europe. Organizational support has a moderate negative correlation with turnover intention in nurses. However, data regarding the impact of organizational support on turnover intention are limited. Moreover, our study had several limitations, and thus, we cannot generalize our results. Therefore, further studies should be conducted to assess the independent effect of organizational support on turnover intention in a more valid way. In any case, nursing managers should draw attention to organizational support by developing effective clinical practice guidelines for nurses so as to reduce turnover intention.

The dual influence path of decent work perception on employee innovative behavior

Background

The goal of decent work (DW) is a win-win situation for both employees and employers. It promotes an individual's employability and enhances the competitiveness of the organization.

Design

Based on the conservation of resources theory (COR), this paper conducted survey on knowledge workers and analyzed the data by hierarchical linear model (HLM).

Research purposes

This paper aims to examine how decent work perception (DWP) influences employee innovation behavior through the mediating effect of job engagement and burnout and the moderating effect of authoritarian leadership.

Findings

Based on the results of statistical analyses conducted on 489 valid knowledge workers, it was demonstrated that DWP positively influence employee innovative behavior. Job engagement has a full mediating effect on the relationship between DWP and employee innovative behavior. The study did not support the mediating effect of job burnout, however. There is a positive moderating effect of authoritarian leadership on the relationship between DWP and job engagement and a negative moderating effect on the relationship between DWP and job burnout.

Implications

In addition to contributing to theoretical studies on DW and work behavior, this paper also contributes to practice on employee motivation and leadership.

PERMA well-being and innovative work behaviour : A systematic literature review

Background: The purpose of this research is to examine at how the literature measures the relationship between PERMA (positive emotion, engagement, relationships, meaning, and accomplishments) well-being and innovative work behaviour (IWB). Methods: This systematic literature review examines peer-reviewed English research papers published in 2012 that investigate the relationship between PERMA well-being and IWB. A total of 37 publications were discovered in 32 journals. Results: A total of 220 articles were initially retrieved from the database. 37 studies out of 220 satisfied the inclusion criteria and were thoroughly examined. Our findings present a comprehensive overview of the types of PERMA well-being related to IWB in different countries and industries. Literature-based research approaches are also discussed. Research methods from the previous literature are also discussed. Conclusions: This study is one of the first to conduct a systematic literature review (PRISMA) method on the relationship between PERMA well-being and IWB. This review suggests constructive future research directions.

Effects of Superior-Subordinate Guanxi on Employee Innovative Behavior: The Role of Follower Dependency and Work Passion

In the face of an increasingly complex competitive environment, a company's ability to innovate is the key to a gaining sustainable competitive advantage. As the cornerstone of an organization's survival and development, employee innovative behavior is key to enhancing an organization's innovative capability. Based on a conservation of resources, this study investigates the mechanism of the role of superior-subordinate guanxi on employees' innovative behavior from both emotional and cognitive perspectives. Through the analysis of 305 full-time employees' research data, the results show that superior-subordinate guanxi can promote employees' innovative behavior by stimulating their work passion and reducing their dependence on superiors. Our research provides certain theoretical guidance and policy recommendations for enterprises to improve the innovation ability of employees by revealing the internal mechanism of superior-subordinate guanxi affecting the innovation behavior of employees.

A leadership model supporting maturation of high-performance translational teams

Despite understanding its impact on organizational effectiveness, practical guidance on how to train translational team (TT) leaders is lacking. Previously, we developed an evolutionary learning model of TT maturation consisting of three goal-directed phases: (1). team assembly (Formation); (2). conducting research (Knowledge Generation); and (3). dissemination and implementation (Translation). At each phase, the team acquires group-level knowledge, skills, and attitudes (KSAs) that enhance its performance. Noting that the majority of team-emergent KSAs are promoted by leadership behaviors, we examine the SciTS literature to identify the relevant behaviors for each phase. We propose that effective team leadership evolves from a hierarchical, transformational model early in team Formation to a shared, functional leadership model during Translation. We synthesized an integrated model of TT leadership, mapping a generic "functional leadership" taxonomy to relevant leadership behaviors linked to TT performance, creating an evidence-informed Leadership and Skills Enhancement for Research (LASER) training program. Empirical studies indicate that leadership behaviors are stable across time; to enhance leadership skills, ongoing reflection, evaluation, and practice are needed. We provide a comprehensive multi-level evaluation framework for tracking the growth of TT leadership skills. This work provides a framework for assessing and training relevant leadership behaviors for high-performance TTs.

Does inclusive leadership influence task performance of hospitality industry employees? Role of psychological empowerment and trust in leader

Drawing on the social exchange theory, this research advances the understanding of leadership and task performance in the hospitality industry in China by exploring the impact of inclusive leadership on the task performance of subordinates working in dyadic forms. The current literature is scarce on the role of leadership in increasing the task performance of employees working in teams in dyadic forms. Multi-level sample of 410 leaders-subordinates in the hospitality industry was used to derive the research findings using PLS-SEM. The results indicated a positive influence of inclusive leadership on the task performance of subordinates. Psychological empowerment mediated this direct relationship. In addition, trust in leaders strengthened the direct link of inclusive leadership with task performance and psychological empowerment. The findings demonstrate that leaders in the hospitality industry should adopt an inclusive leadership style as it contributes to employee task performance, which improves the industry's performance.

Toward a Multidimensional and Multilevel Approach to Studying Gender Diversity in Upper Echelons and Firm Innovation

Despite the rapidly increasing research on the nexus between gender diversity in upper echelons and firm innovation, the scholarly understanding of this topic is far from complete. Although the burgeoning literature has generated valuable insights summarized in our paper—most fundamentally uncovering gender diversity’s positive effect on firm innovation—our review of extant research indicates that it suffers from several limitations. One such key limitation is that scholarship has predominantly theorized and measured the surface-level gender diversity in leadership relying on either gender stereotypes or a notion of innate gender differences when explaining why the inclusion of women on executive boards might make a difference for firm innovation, neglecting the intersection between surface-level gender diversity and deep diversity in top management teams. We develop a multilevel theory that calls attention to investigating intersections between these two constructs, the multidimensionality of firm innovation and gender diversity, and discussing the rationales for why and when diversity is likely to get at the heart of firm innovation. We also map out some methodological suggestions for how scholars could test our propositions. We hope our efforts to describe these paths will encourage their pursuit.

Competencies supporting high-performance translational teams: A review of the SciTS evidence base

A translational team (TT) is a specific type of interdisciplinary team that seeks to improve human health. Because high-performing TTs are critical to accomplishing CTSA goals, a greater understanding of how to promote TT performance is needed. Previous work by a CTSA Workgroup formulated a taxonomy of 5 interrelated team-emergent competency "domains" for successful translation: 1). affect, 2). communication, 3). management, 4). collaborative problem-solving, and 5). leadership. These Knowledge Skills and Attitudes (KSAs) develop within teams from the team's interactions. However, understanding how practice in these domains enhance team performance was unaddressed. To fill this gap, we conducted a scoping literature review of empirical team studies from the broader Science of Team Science literature domains. We identified specific team-emergent KSAs that enhance TT performance, mapped these to the earlier "domain" taxonomy, and developed a rubric for their assessment. This work identifies important areas of intersection of practices in specific competencies across other competency domains. We find that inclusive environment, openness to transdisciplinary knowledge sharing, and situational leadership are a core triad of team-emergent competencies that reinforce each other and are highly linked to team performance. Finally, we identify strategies for enhancing these competencies. This work provides a grounded approach for training interventions in the CTSA context.

Perceived organizational support and organizational citizenship behavior-A study of the moderating effect of volunteer participation motivation, and cross-level effect of transformational leadership and organizational climate

The purpose of this study is to examine the relationship between perceived organizational support and organizational citizenship behavior, and to explore the moderating effect of volunteer participation motivation on the relationship between the variables, as well as the cross-level effect of transformational leadership and organizational climate. In this study, the front-liners of Taiwan's National Immigration Agency were the study subjects. A total of 289 employee questionnaires were filled out and returned. It was found that employees' POS had a positive effect on OCB, while volunteer participation motivation had a moderating effect on the relationships between the variables. Furthermore, transformational leadership and organizational climate were found to have a cross-level effect on enhancing employees' POS, boosting their motivation to volunteer, and triggering more OCB in employees. The results of this study provide the organization with development measures to encourage its employees to convey more OCB, and improve their service performance. Moreover, based on research evidence that an organization encourages employees to actively participate in voluntary work, and should promote cooperation between the employees and the public by enhancing their sense of public responsibility, improving their services to the public, creating a harmonious work climate for the employees, and offering more opportunities for the public to engage with the employees.

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 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.

Relationship among clinical practice environment, creative self-efficacy, achievement motivation, and innovative behavior in nursing students: A cross-sectional study

BACKGROUND

Innovation is essential to advance nursing and health care. However, few studies have focused on innovative behavior of nursing students.

OBJECTIVES

The purpose of this study was to explore the mediating effects of creative self-efficacy and achievement motivation on the relationship between clinical practice environment and innovative behavior in Bachelor of Science in Nursing (BSN) students.

DESIGN

A descriptive cross-sectional study using an online questionnaire.

SETTING

Participants were recruited online from five practice hospitals in Henan Province, China.

PARTICIPANTS

A total of 588 BSN students enrolled in the study.

METHODS

The participants completed the innovative behavior questionnaire, the clinical practice environment scale, the achievement motivation scale, and the creative self-efficacy scale online in 2022. SPSS PROCESS macro was used for data analysis. The reporting followed the STROBE checklist.

RESULTS

A total of 499 valid questionnaires were collected. A positive clinical practice environment was associated with more innovative behavior, and this relation was partially mediated by creative self-efficacy and motive to avoid failure.

CONCLUSION

Our study complements the evidence on the mechanism of action between the clinical practice environment and innovative behavior. Our findings have important implications for nursing educators to develop education strategies to inspire nursing students to pursue innovations in school and clinical settings.

Impact of Inclusive Leadership on Innovative Work Behavior: The Mediating Role of Job Crafting

The study aims to examine the mediating role of job crafting between inclusive leadership and innovative work behavior. The data were collected from 314 workers employed in China’s small and medium-sized industries. The data collection was done through survey design. The data analysis was done using Spss 26.0 and through structural equation modeling by Mplus 8. Inclusive leadership was found to be related to job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between inclusive leadership and innovative work behavior. The study delineated the link mechanism between inclusive leadership and innovative work behavior. Studying inclusive leadership in the context of Chinese culture is a powerful complement to inclusive leadership theory. This paper provides the managers of SMEs with significant managerial insights into how inclusive leadership can effectively motivate employees’ innovative work behaviors.

Inclusive leadership and workers' safety behaviour during Covid-19 pandemic

Purpose

COVID-19 pandemic underlines the need for effective leadership to resolve the crisis. This study aims to examine the impact of inclusive leadership on safety behaviours via the mediating role of the safety climate.

Design/methodology/approach

This research studied and compared two of the industries most affected by the pandemic, specifically banking and education. The questionnaire was undertaken among 111 from the education sector and 159 from the banking sector. Structural equation modelling – partial least square (SEM – PLS) was used to analyse the results.

Findings

The study suggested that inclusive behaviour shaped the safety behaviours among employees through the safety climate. However, the influence of inclusive leadership on the safety environment and safety behaviours of education staff in the company was not as powerful as in the banking sector.

Practical implications

There's a connection between inclusive leadership and worker protection. Besides, inclusive leadership and its effect on safety behaviour are culturally based. High levels of collectivism encourage leaders to care deeply for their employees' well-being, as demonstrated in this study by the promotion of a healthy working atmosphere, especially in times of crisis.

Originality/value

This research potentially adds to the current literature on leadership and safety behaviour and offers valuable management recommendations.

Reliability and validity of the Japanese version of the psychological safety scale for workers

Although an increasing number of studies on psychological safety at workplaces has been conducted in both western and eastern countries, there are few empirically validated measures in Japan. Our purpose was to investigate the validity and reliability of the Japanese version of the Psychological Safety Scale. Japanese workers were invited to participate in online surveys at baseline and at one-month follow-up (N=320). The Psychological Safety Scale was translated into Japanese according to international guidelines. Social support at workplace, work engagement, organization-based self-esteem, organizational justice, and job satisfaction were measured. Cronbach's alphas and intra-class correlation coefficient (ICC) were examined for reliability, and its validity was tested by confirmatory factor analysis and correlational analyses. The results of the survey showed that respondents were 287 at baseline and 236 at follow-up. Cronbach's alphas of the Psychological Safety Scale were 0.91 (baseline) and 0.88 (follow-up), and ICC was 0.87. Confirmatory factor analysis demonstrated a marginally acceptable fit. Overall, the Japanese Psychological Safety Scale had moderate to strong correlations with other scales. In conclusion, the Japanese version of the Psychological Safety Scale had acceptable levels of reliability and validity, and may be applicable for use in Japanese workers.

COVID-19 Pandemic Highlights the Importance of Inclusive Leadership in Egyptian Hospitals to Improve Nurses’ Psychological Distress

Background: The pandemic has highlighted the crucial role of nurses in health services. Nurses work at the forefront of the healthcare system, provide infection control training, and help reduce the spread of misinformation about the pandemic. Inclusive leaders create psychological safety that improves motivation and boosts job performance. Aim: To explore the effect of nurse managers’ inclusive leadership style on nurses’ psychological distress during the COVID-19 pandemic in Egyptian hospitals. Method: This was a quasi-experimental study. The study subjects consisted of two groups: managers (171) and staff nurses (1573). The study was conducted in four hospitals (one university hospital, one private hospital, one therapeutic institution, and one health insurance hospital). Three tools were used for collecting data (Inclusive Leader Questionnaire, Nurse Managers’ Knowledge about Inclusive Leadership, and Kessler Psychological Distress Scale). Results: In total, 67.25% of staff nurses perceived their nurse managers as poor inclusive leaders, and only 12.86% perceived them as good inclusive leaders. Regarding nurse managers’ knowledge about inclusive leadership, 76.023% had unsatisfactory knowledge levels before awareness sessions, and only 7.017% had a satisfactory level compared to after awareness sessions, when the majority of them had satisfactory knowledge levels. Furthermore, before awareness sessions, staff nurses experienced mild to moderate psychological distress during the COVID-19 pandemic, and only 8.2% were severe. After awareness sessions, 58.55% of them experienced mild psychological distress, and others became well (25.8%). Conclusions: Nurse managers lack knowledge about inclusive leadership before conducting awareness sessions. The majority of staff nurses perceived their nurse managers as poor inclusive leaders. Satisfactory knowledge levels among nurse managers after awareness sessions improved nurses’ psychological distress. Finally, there were strong, statistically significant positive correlations between inclusive leadership and nurses’ psychological distress.

Impact of Inclusive Leadership on Innovation Performance During Coronavirus Disease 2019 Outbreak: Mediating Role of Employee Innovation Behavior and Moderating Role of Psychological Empowerment

This study investigates the effect of inclusive leadership on innovation performance with a mediating role of employee innovation behavior and the moderating role of psychological empowerment (PE). Supervisors and employees of Saudi manufacturing firms are the participants of this study. This study used a quantitative research technique with a cross-sectional approach and a self-administrative survey questionnaire to collect the data. The data were analyzed by using the Smart PLS 3 software. The results depict that inclusive leadership has a significant positive impact on the firm's innovation performance. Employees' innovation behavior has a significant mediating effect on the association of inclusive leadership and innovation performance. Findings revealed that PE has an important moderating role in the association of inclusive leadership and innovation performance. The findings of this study contribute to the body of knowledge by finding that inclusive leadership has a significant effect on the firm's innovative performance and PE is crucial to enhance innovation performance.

I Can’t Quit: Experiences of Black Women in STEM Professions

Using job embeddedness theory, this study investigated the off- and on-the-job forces experienced at the axis of race and gender that contribute to Black women staying in science, technology, engineering, and mathematics (STEM) professions. Using purposive, snowball sampling, 13 Black women with STEM degrees and professional experience were selected for semi-structured interviews via Zoom. Tensions in navigating the race–gender intersection were evident in participants’ experiences and informed their perceptions of fit, links, and sacrifices. Moreover, welcoming environments, financial stability, the desire to serve communities as role models, and opportunities to innovate, learn, and grow contributed to participants’ embeddedness in STEM professions. Contrary to previous research, respondents demonstrated high agency and confidence. Organizations can enhance the retention of Black women by providing growth opportunities and welcoming spaces. Specifically, inclusive leadership is essential to retaining a diverse workforce and making the value of Black women visible to drive STEM innovation.

The Trickle-Down Effects of Inclusive Leadership on Employees’ Innovative Behavior: The Joint Moderating Effects of Vicarious Learning and Organizational Inclusion Climate

The supervisor-subordinate dyad has been well articulated in the framework of inclusive leadership and employee outcomes. Applying a multisource dataset from China, the present study develops a trickle-down model of inclusive leadership across three hierarchical levels (i.e., top managers, supervisors, and employees). Building on social learning theory and social exchange theory, the study found empirical support for the assumptions that both top management and supervisory inclusive leadership have a positive effect on employees’ innovative behavior. In addition, the findings support the proposition that supervisor's inclusive leadership mediates the effects of top manager's inclusive leadership on employees’ innovative behavior. The study also verified that vicarious learning and organizational inclusion climate jointly moderate the relationship between the top manager's inclusive leadership and the supervisor's inclusive leadership. The contribution, limitations, and future directions are also discussed.

Inclusive Leadership and Employees’ Helping Behaviors: Role of Psychological Factors

Based on social learning theory, the present study investigates the influence of inclusive leadership on employees’ helping behaviors. Further, psychological mechanisms (psychological safety and psychological engagement) are investigated in the relationship between inclusive leadership and employees’ helping behaviors. The data was collected in three time-lags through a questionnaire from 409 nurses working in the health sector of Pakistan. The collected data was analyzed through IBM-SPSS and AMOS to test the proposed model. The study’s findings show that inclusive leadership positively influences employees helping behaviors. Moreover, the psychological factors (i.e., safety and engagement) mediate the relationship between inclusive leadership and employees’ helping behaviors. Theoretical and practical implications for managers, practitioners, and organizations are discussed, while study limitations and directions for future research are also highlighted.

Antecedents of Employee Green Behavior in the Hospitality Industry

Organizations are increasingly adopting green human resource management policies to encourage environmentally friendly behaviors. Research shows that adopting green policies and procedures is beneficial for the hospitality industry. However, limited empirical evidence exists on the association between environmental-specific ethical leadership, psychological green climate, and employees' green behavior. Therefore, this study intends to examine psychological green climate (PGC) as a mediator between the relationship of environmental-specific ethical leadership (ESEL) and employees' green behavior (EGB), specifically in the hotel industry of Pakistan. Data from 224 non-managerial position employees in the understudy sector was collected using a convenient sampling technique. Structural equation modeling (SEM) was utilized to examine the direct and indirect effects among the variables using the Smart PLS 3.3.3 version. This study showed that ESEL is positively related to PGC and EGB. Moreover, PGC is positively associated with EGB, and PGC mediated in the relationship between ESEL and EGB. Thus, current research highlights the significance of environmental-specific ethical leadership behavior, which assists in establishing a green psychological climate, thereby fostering employees' green behavior in the hotel industry of Pakistan.

Environmentally Specific Servant Leadership and Employees’ Energy-Specific Pro-Environmental Behavior: Evidence from Healthcare Sector of a Developing Economy

Environmental issues are significantly rising worldwide. Addressing the environmental issues and preserving the biosphere is a critical matter of concern in this era. The sheer amount of total greenhouse gas (GHG) emissions in the world is related to the energy sector, especially electrical energy. A bulk of electrical energy is consumed by individuals in buildings for cooling and heating purposes. Prior researchers have emphasized employing clean and green energy sources to deal with environmental issues. The role of green energy from a decarbonization aspect is unchallengeable. However, a critical gap in most energy-related studies exists in the available literature. That is, most of the literature focuses on the supply side (the production) of energy, neglecting the critical issue lies with the demand side (consumption side). Energy data show that a sheer amount of electrical energy is wasted by individuals due to their inadequate energy consumption behavior. In this respect, a country’s healthcare system uses a significant amount of electrical energy. In particular, hospital staff uses a bulk of electricity during patient treatment, care, and other service delivery operations. The critical aim of this study is to improve the energy-specific pro-environmental behavior (EPEB) of hospital employees in an environmentally specific servant leadership (ESL) framework. Specifically, the study was conducted in Pakistan, which is a developing country. This study also tests the mediating effect of green self-efficacy (GSE) and green perceived organizational support (GPOS) in the above-proposed relationship. The data for the current work were collected from hospital employees by employing a survey strategy (n = 316) from a developing country. Structural equation modeling was considered to analyze the data, which confirmed that a servant leader with environmental preferences could significantly drive the EPEB of employees (β = 0.699), while GSE (β = 0.138) and GPOS (β = 0.102) mediated this relationship. The findings of this study can help the healthcare sector to improve its efforts toward de-carbonization by improving the energy consumption behavior of employees through ESL, GSE, and GPOS.

Impact of Agile Learning on Innovative Behavior: A Moderated Mediation Model of Employee Engagement and Perceived Organizational Support

This study analyzed learning agility, employee engagement, perceived organizational support (POS), and innovative behavior related to the development of innovative environment and the mental and psychological health of employees. A substantial body of research has examined the antecedents of innovative behavior of employees in their work environment, but our current understanding of how learning and motivational aspects of employees synthetically influence the innovative behavior remains incomplete. To address this gap, we developed and tested a moderated mediation model of the relationship between learning agility and employee engagement, POS, and innovative behavior. Following the job-demand resource model, componential theory, and social exchange theory, our postulated model predicted that the mediating effect of employee engagement on the relationship between learning agility and innovative behavior would be moderated by POS. The result of the analysis of the data on 331 corporate employees in South Korea supported this model. Specifically, learning agility was related to innovative behavior, while employee engagement mediated the relationship between learning agility and innovative behavior; POS strengthened the positive effect of learning agility on innovative behavior via employee engagement. We also discuss the implications of the results, future direction, and limitations of this study based on these findings.

A CSR Perspective to Drive Employee Creativity in the Hospitality Sector: A Moderated Mediation Mechanism of Inclusive Leadership and Polychronicity

The hospitality sector, especially the hotel business, is at a crossroads. Dynamic business environments, rivalries, and isomorphisms in service operations are significant challenges for hotel enterprises. Fostering employee creativity is undoubtedly something that can well position a hotel in the face of competition. Research shows that corporate social responsibility (CSR) perceptions of employees for an enterprise can motivate them to be engaged in creativity. At the same time, it has also been mentioned that corporate leaders could significantly influence the behavior of employees. Nevertheless, employee creativity in a CSR framework has not been well-explored in a hospitality context. Moreover, the role of leadership, especially inclusive leadership styles, has been less discussed to spur employee creativity from a CSR perspective. To bridge the above knowledge gaps, this study investigates the relationship between CSR and employee creativity with the mediating effect of inclusive leadership in the hotel industry of a developing economy. Moreover, the conditional indirect effect of employee polychronicity was also tested in the proposed mediated relationship. For data collection, an adapted questionnaire was taken into consideration by employing a paper–pencil method (n = 427). A hypothetical model was refined and validated through structural equation modeling (SEM). The results confirmed that CSR can drive employee creativity significantly, and inclusive leadership partially mediates this relationship. It was also realized that polychronicity has a significant conditional indirect effect on the above-mediated relationship. These outcomes contribute to improvements in the hotel management, as well-designed CSR activities both improve the hotel’s image as an ethical enterprise and increase creativity among employees.

Cultivating Innovative Work Behavior of Nurses Through Diversity Climate: The Mediating Role of Job Crafting

Introduction

Innovative work behavior of nurses is essential to deliver affordable quality healthcare services. Diversity climate and job crafting are a few of the supportive managerial strategies that can be applied to cultivate the innovative capacity of nurses.

Objective

Aim for the current study is to: (a) examine the role of diversity climate in cultivating innovative work behavior of nurses directly; and (b) indirectly through job crafting.

Methods

For this study data was collected through cross-sectional design employing simple random sampling using structured questionnaires from 283 nurses. Data was analyzed using SPSS.Amos.21.

Results

Results revealed the positive influence of diversity climate on innovative work behavior directly (γ = 0.51, p < .001) and indirectly through job crafting (ρ = 0.235, p < .001).

Conclusion

The current study revealed that diversity climate significantly influences the innovative work behavior of employees directly and indirectly through Job crafting. Healthcare management can integrate diversity management policies and job crafting techniques in their strategies to foster innovative work behavior of nurses.

Chinese nurses' innovation capacity: The influence of inclusive leadership, empowering leadership and psychological empowerment

AIM

To explore the relationships between inclusive leadership, empowering leadership, nurses' perceived psychological empowerment and nurses' innovation capacity.

BACKGROUND

Innovation capacity is essential for nurses to adapt to the changing healthcare environment. However, the current knowledge of nurses' innovation capacity and its' relationships between inclusive leadership, empowering leadership and psychological empowerment is limited.

METHODS

A cross-sectional survey using a convenience sample was conducted among 1355 nurses in ten hospitals in Tianjin, China. The data was analyzed by correlation analysis, univariate analysis and PROCESS macro.

RESULTS

High inclusive leadership, empowering leadership and high psychological empowerment were associated with high innovation capacity. The total effect of inclusive leadership and empowering leadership on innovation capacity through psychological empowerment was significant, with their indirect effects accounting for 69.19% and 61.29% of the total effect respectively.

CONCLUSIONS

To cultivate nurses' innovation capacity, the development of inclusive leadership, empowering leadership and psychological empowerment is important.

IMPLICATIONS FOR NURSING MANAGEMENT

This research highlights the importance of inclusive leadership and empowering leadership to foster nurses' innovation capacity. Understanding the mediating role of psychological empowerment is expected to help nurse managers develop relevant intervention strategies to cultivate nurses' innovation capacity.

The Impact of Transformational Leadership on Affective Organizational Commitment and Job Performance: The Mediating Role of Employee Engagement

This study investigated the impact of transformational leadership on affective organizational commitment and job performance with the mediating role of employee engagement. This study gathered data from 845 hotel employees in China and the structural equation modeling technique was used to verify the results. The findings indicated that transformational leadership has a positive effect on affective organizational commitment and job performance. Meanwhile, results showed that employee engagement partially mediates in the relationship between transformational leadership, affective organizational commitment, and job performance. This study contributes to the research on transformational leadership in the Chinese hospitality sector and analyzes its effects on work performance metrics. Furthermore, theoretical and practical implications were also discussed in this article.

An Inclusive Leadership Framework to Foster Employee Creativity in the Healthcare Sector: The Role of Psychological Safety and Polychronicity

Creativity at the level of employees is of utmost importance for every sector of an economy, with no exception to a healthcare system. The reason why employee creativity is important lies in the fact that employees have profound knowledge of their job and thus can serve as a source of meaningful innovation in an organization. Research shows that employee creativity is largely dependent on leadership. Corporate leaders significantly influence subordinates’ behavior. However, with the economic development, globalization, and changing business environment, a traditional authoritative leadership style can no longer be effective in understanding employees’ psychological needs to foster their creative behavior. In this regard, the role of inclusive leadership as an effective organizational management strategy was recently discussed in literature at different levels. It was also stated that an inclusive leader could foster employee creativity. However, such relationships in healthcare systems of developing economies have largely remained under-explored previously. We explored employee creativity in a healthcare context of a developing economy in an inclusive leadership framework to bridge such knowledge gaps. We also investigated the mediating roles of psychological safety and polychronicity in the above-stated relationship. We collected the data from hospital employees through a questionnaire (paper–pencil method). A hypothetical model was developed, which was tested through structural equation modeling in AMOS. Based upon the statistical outcomes, we found that an inclusive leadership style in a hospital can significantly foster employee creativity, whereas psychological safety and polychronicity mediate this relationship. This study offers different theoretical and practical insights, especially to a healthcare system. An important finding was that an inclusive leader can motivate the followers to be more creative. This finding is significant for a hospital because creative employees provide a hospital with a solid competitive base.

The role of work stress, organizational climate, and improving employee performance in the implementation of work from home

BACKGROUND: The spread of COVID-19 around the world has caused many undesirable effects on human health. The pandemic forced the employees to resort to Remote Work (RW)/Work from Home (WFH) according to the nature of the jobs. Consequently, organizations, business process and results are affected and organizational and commercial activities are significantly reduced. OBJECTIVE: This study investigates the impact of work stress and organizational climate on employee performance in the context of WFH in the era of the COVID-19 pandemic in micro, small and medium enterprises (MSMEs). METHOD: This study used a purposive sampling strategy and determined using the Slovin equation and equals 95 employees in marketing, business restructuring and finance. The Partial Least Square (PLS) approach and and the SmartPLS version 3.0 software for data analysis processing procedures for hypothesis testing were used. RESULTS: The results revealed that the organizational environment has a negative and significant effect on job stress. Furthermore, job stress had a negative impact on employee performance and the organizational climate had a favorable and considerable impact on employee performance. CONCLUSION: The lower the level of work stress, the higher the employee performance, and vice versa. Organizational climate has a positive and significant effect on employee performance, which means that the organization’s climate is conducive, so the employee performance will increase and vice versa.

Inclusive leadership and employee work engagement: a moderated mediation model

Purpose

The purpose of this paper is to examine the relationship between inclusive leadership and employee work engagement by identifying person-job fit as a mediator, and employee felt responsibility as a moderator.

Design/methodology/approach

Employing a two-wave survey from 261 employees across various industries in China, the study tests hypotheses using hierarchical regression analysis with the PROCESS procedure developed by Hayes.

Findings

The results show that inclusive leadership is positively related to employee work engagement through person-job fit. The results further demonstrate that employees’ felt responsibility moderates the positive direct relationship between inclusive leadership and person-job fit as well as the indirect relationship between inclusive leadership and work engagement via person-job fit.

Research limitations/implications

Although two-wave data were used to test the model, issues of common method bias cannot be excluded because the data were collected from a single source (the employee).

Practical implications

Organizations should promote and develop inclusive leaders in the workplace to enhance employee work engagement, and pay attention to employees' felt responsibility for their work to ensure effectiveness of inclusive leadership.

Originality/value

Integrating social information processing theory and person-environment fit theory, this study enriches the theoretical foundation of inclusive leadership scholarship. This study deepens the understanding of the mechanism underlying the link between inclusive leadership and work engagement, as well as an important boundary condition of this relationship, by examining the mediating role of person-job fit and the moderating role of felt responsibility.

Understanding the Antecedents of Knowledge Sharing Behavior From the Theory of Planned Behavior Model: Cross-Cultural Comparisons Between Mainland China and Malaysia

Affected by coronavirus disease (COVID-19), in addition to keeping away the impact of the pandemic on their business practices, many enterprises have proposed relevant measures to protect their employees' job safety and security. Especially for enterprises with high dependence on knowledge resources, employees' innovation and knowledge sharing play a vital role. In the context of global economic austerity, how to put forward the corresponding plan of knowledge sharing intention to improve the knowledge sharing behavior of employees for enterprises is worth discussing. Mainland China and Malaysia have different quarantine policies and similar industrial structures. This study examines the awareness of Mainland China vs. Malaysian employees, and evaluates the relationship among self-efficacy, job security, market orientation, knowledge sharing intention, and knowledge sharing behavior from the theory of planned behavior. In this study, a total of 627 Mainland China and 434 Malaysian participants were collected to compare both groups in the development of employees' knowledge sharing behavior. In this study, a variance-based partial least squares structural equation modeling (PLS-SEM) was performed to test the proposed hypothesis and conduct comparative analysis. The results in both the samples show that self-efficacy, job security, and market orientation have positive and significant effects on knowledge sharing intention; self-efficacy has positive and significant effects on job security; knowledge sharing intention has positive and significant effects on knowledge sharing behavior. Moreover, there are several significant differences between Mainland China and Malaysia in the examinations of path comparisons.

A Study on the Relationship Between Learning Motivation and Learning Effectiveness of Personnel Based on Innovation Capability

Under the impact of intense competition in the face of globalization, the enhancement of the quality of human capital has become the primary goal for enterprises reinforcing the competitiveness as well as the power for constant growth and profit creation. It is the well-known norm of enterprises as well as the standard of human resource management; the enhancement of capability is the key activity of enterprises as well as the common task for modern people. Work and learning run parallel in order to cope with the rapid accumulation and change of knowledge; furthermore, in addition to enterprises providing opportunities for education, employees are requested to constantly update their training. Employees in the high-tech industry in Shanxi Province, as the research objects, were distributed 500 copies of one standard questionnaire, where 384 valid copies were retrieved, with a retrieval rate of 77%. The research results illustrate significantly positive effects of (1) learning motivation on innovation capability, (2) innovation capability on learning effectiveness, and (3) learning motivation on learning effectiveness. According to the results, providing the high-tech industry with more effective education curriculum planning and arrangement is expected.

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

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.

Spiritual Inspiration of Village Cadres and Inclusive Innovation of Bricolage in Rural Autonomy in China

In the rural autonomous context of China, inclusive innovation of bricolage is a widespread phenomenon. However, the existing research rarely considers villagers as the main actors of innovation. In a research survey of 23 provinces in China, we studied the internal mechanism of inclusive innovation of bricolage. We found that the spiritual inspiration of the village cadres is positively related to inclusive innovation of bricolage behavior of villagers. Moreover, the results revealed that affective commitment to the village of the villagers plays a mediating role in the relationship between the spiritual inspiration of the village cadres and inclusive innovation of bricolage behavior of villagers. In addition, our findings reveal that resilience of villagers plays a moderating role in the relationship between the spiritual inspiration of the village cadres and inclusive innovation of bricolage behavior of villagers.

The Inter-Relationship between CSR, Inclusive Leadership and Employee Creativity: A Case of the Banking Sector

The stiff situation of competitiveness in every industry has posed some serious challenges for businesses all over the world. Thus, every segment of the business is realizing the importance of creativity to remain alive in a cut-throat competitive environment. However, the banking sector has not received due attention in this regard. To bridge this gap, the current study was carried out to explore the relationship of employees’ perception of corporate social responsibility (CSR) of their bank and employee creativity with the mediating effect of inclusive leadership (IL). The data for the current study were collected from the banking sector of Pakistan through a self-administered questionnaire (n = 533) and were analyzed by using structural equation modeling (SEM) in AMOS. The statistical findings of the current survey validate the direct relationship between CSR and employee creativity. The results also confirm the mediating effect of IL in this relationship. The findings of the current survey will help policymakers from banking institutions to improve their understanding of CSR. Furthermore, these findings will help policymakers to embrace employee creativity as a “new normal” for this sector.

ONE SIZE DOES NOT FIT ALL — LEADER–MEMBER EXCHANGE AND INNOVATIVENESS

Individual-level innovativeness is widely acknowledged to be critical to the success of an organisation’s innovation, and understanding the related nuances is therefore important. The goal of this study is to add to existing knowledge on how managerial characteristics influence employee innovativeness. Specifically, we address the role of leader–member exchange (LMX) in predicting the three components of employee innovative work behaviour (IWB) — idea generation, idea promotion, and idea implementation. LMX denotes the quality of the relationship between an employee and his/her immediate supervisor and is a significant predictor of many employee attitudes and behaviours. Studies examining the direct and joint effects of LMX and other organisational characteristics on employee creativity and employee IWB have shown the LMX construct has a significant effect on employee innovativeness. However, a more nuanced view on the effects of LMX on the various components of IWB — idea generation, idea promotion, and idea implementation — is missing. Moreover, most research to date on LMX and innovation has focused on the potential linear connections between LMX and employee innovation-related outcomes, leaving the possible opportunities associated with low-quality LMX under-explored. This is a shortcoming, as a growing body of literature demonstrates that, under specific conditions, not only high but also low-quality LMX can be conducive for various employee outcomes. Analysing survey data collected from 93 employees of a knowledge-intensive service company, our study shows U-shaped and linear relationships between LMX and varying components of IWB. We further test an earlier presented assumption that perceived organisational support for innovation may emerge as a powerful contextual condition in relationships between employee innovativeness and its antecedents. We find that LMX and organisational support for innovation have a joint positive effect on the components of employee IWB. These findings extend innovation management theorising and provide advice for managers.

CSR and Workplace Autonomy as Enablers of Workplace Innovation in SMEs through Employees: Extending the Boundary Conditions of Self-Determination Theory

The current business environment characterized by high uncertainty, volatility, and stiff situation of competitiveness that is evident in almost every sector has increased the importance of workplace innovation for contemporary businesses. In this regard, a considerable attention in realizing employees of an organization as a source of innovation is not evident from the existing literature. In this aspect, the current study is an attempt to foster workplace innovation through employees in the SME sector of an emerging economy. In doing so, the authors propose that corporate social responsibility (CSR) initiatives of an SME, along with workplace autonomy, are helpful in creating an environment at the workplace that fosters innovative employee behavior (IEB). Furthermore, the current study also extends the boundary condition of the theory of self-determination by arguing that this theory provides a comprehensive framework to explain employees’ motivation for workplace innovation. The data of the current survey was obtained from the SME sector situated in two large cities of a developing country through a self-administered questionnaire which was then analyzed through structural-equation-modeling (SEM) using the AMOS software. The results confirmed that CSR directly relates to IEB and workplace autonomy mediates this relationship. The study also discusses the implications of this survey for theory and practice.

Fostering Workplace Innovation through CSR and Authentic Leadership: Evidence from SME Sector

The cut-throat situation of competitiveness in almost every business sector, followed by globalization, shortened product life cycles, and rapid technological changes have raised the importance of innovation to overrun the rivals. Scholars have established that appropriate leadership style is a key enabler for organizational success. However, it is not clear in existing literature how the concept of authentic leadership is related to innovative work behavior (IWB). Likewise, the role of corporate social responsibility (CSR) to induce IWB is also vague in current literature. Thus, the basic purpose of the current study was to test the relationship of CSR and IWB with the mediating effect of authentic leadership. The proposed model was tested in the small and medium-sized enterprises (SMEs) sector of China. The data were collected through a questionnaire that was distributed among different respondents of the current survey. The data were obtained from a dyad of supervisor and subordinate serving in different SMEs in Wuhan city of China. The study used the structural equation modeling (SEM) technique to validate different hypotheses. The empirical results confirm that CSR positively relates to IWB while authentic leadership partially mediates this relationship. The findings of the current survey will be helpful for policymakers to recognize employees as a source of innovation through CSR and authentic leadership.

Inclusive Leadership in Thought and Action: A Thematic Analysis

While research in the diversity and leadership literatures has given attention to the concept of inclusive leadership, work in these areas has progressed within relatively independent theoretical streams with little integration of findings. To integrate findings from these literatures and develop theory on inclusive leadership, this study explores the concept and enactment of inclusive leadership from the leader’s perspective. Through manual and assisted thematic analyses of 27 leaders’ written responses to questions regarding how they perceive and demonstrate inclusive leadership, we investigate how leaders do sensemaking about what it means to be inclusive. Consistent with the findings of prior research, conceptualization themes emerged related to understanding, valuing, and utilizing differences as well as encouraging a shared identity and collaboration. The findings also highlight the importance of relational leadership—specifically, relating to, showing a genuine interest in, and generating trust from others on the team. In the demonstration of inclusive leadership, the results emphasize behaviors to recognize diversity, respond to individual needs and work styles, and actively listen to what team members voice. Our findings also highlight the importance of building environments in which members share and build on each other’s ideas freely and leaders make time and space for leveraging member contributions for decision-making, even when such contributions diverge from team norms. Based on these insights, we consider the limitations of our work and offer directions for theory, research, and practice.