Dheyaa Falih Bannay, Mohammed Jabbar Hadi and Ahmed Abdullah Amanah (2020). The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement. Problems and Perspectives in Management, 18(3), 479-491.
Dheyaa Falih Bannay, Mohammed Jabbar Hadi and Ahmed Abdullah Amanah (2020). The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement. Problems and Perspectives in Management, 18(3), 479-491.
Dheyaa Falih Bannay, Mohammed Jabbar Hadi and Ahmed Abdullah Amanah (2020). The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement. Problems and Perspectives in Management, 18(3), 479-491.
Dheyaa Falih Bannay, Mohammed Jabbar Hadi and Ahmed Abdullah Amanah (2020). The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement. Problems and Perspectives in Management, 18(3), 479-491.
Abstract
(1) Background: Work creativity, manifested in innovative workplace behaviour (IWB) and employee work engagement, is fundamental to maintain firms’ sustainability and competitiveness. In this regard, this study aims at investigating the supporting effect of innovative leadership on IWB and employee engagement through maximising employee vigour, dedication and absorption. (2) Methods: The study data were collected from questionnaires administered to 150 respondents working in mobile phone companies in southern and central Iraq. The statistical analyses were conducted through the Statistical Package for the Social Sciences (SPSS) and Smart PLS. In analysing the measurement model and testing the proposed hypotheses, the study results revealed that inclusive leadership and work engagement were intimately connected to IWB; (3) Results: Work engagement played a mediating role between inclusive leadership and IWB. The questionnaire data indicated that inclusive leadership behaviours, such as openness, accessibility and availability, motivated the subordinates to be engaged in IWB.; and (4) Conclusions: To promote IWB, company leaders then need to effectively engage their followers by taking pride and satisfaction in employee output, which might aid employee workplace and IWB engagement.
Keywords
innovative; inclusive leadership behaviour; work engagement; innovative workplace behaviour
Subject
Social Sciences, Psychology
Copyright:
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.