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Inclusive leadership and innovative work behaviour: the mediating role of job autonomy

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Abstract

The aim of this study is to investigate the role of inclusive leadership as a predictor of job autonomy and innovative work behaviour (IWB). The study also examines the mediating role of job autonomy between the inclusive leadership and IWB. The sample consisted of employees from 15 private healthcare institutions operating in Bangladesh. Two questionnaire surveys were carried out using a three-month time lag strategy. A total of 226 samples were used for the analysis of the final data. The Partial Least Squares Structural Equation Modeling, using SmartPLS 3.0, was performed to test the hypothesized relationships. The results suggest a causal relationship between inclusive leadership, job autonomy and IWB. In brief, inclusive leadership turned out to be a predictor of job autonomy and IWB, and job autonomy had a positive impact on employees’ IWB. In addition, job autonomy proved to be a mediator between inclusive leadership and employees’ IWB. To date, limited efforts have been undertaken to investigate the links between inclusive leadership, job autonomy and IWB. Specifically, the mediating role of job autonomy between inclusive leadership and the IWB remained unexplored. The present research fills this gap. Additionally, the findings provide pragmatic insights for healthcare practitioners to consider inclusive leadership in order to increase employee job autonomy and IWB in healthcare organizations.

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Authors and Affiliations

  1. Faculty of Business Administration, BGC Trust University, Chandanaish, Bangladesh

    Rashed Mahmud Shakil

  2. Department of Management & HR, NUST Business School, National University of Sciences and Technology, Islamabad, Pakistan

    Mumtaz Ali Memon

  3. Faculty of Hospitality and Tourism Management, UCSI University, Sarawak, Malaysia

    Hiram Ting

  4. College of Business, Polytechnic University of the Philippines, Manila, Philippines

    Hiram Ting

Authors
  1. Rashed Mahmud Shakil
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  2. Mumtaz Ali Memon
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  3. Hiram Ting
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Correspondence to Mumtaz Ali Memon.

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Appendix: Instrument

Appendix: Instrument

1.1 Inclusive leadership

  1. 1.

    My manager is readily available for consulting any problem

  2. 2.

    My manager has intention for concentrating on my requests

  3. 3.

    I find my manager available for asking any professional query, I want to share with him/her.

  4. 4.

    My manager allows me for discussing the intended goals and novel means of achieving them

  5. 5.

    My manager is interested in listening new and fresh ideas

  6. 6.

    My manager inspires me to make him / her accessible to emerging matters

  7. 7.

    My manager pays attention to novel opportunities for improving work procedures

  8. 8.

    I have access to my manager for talking about emerging difficulties

  9. 9.

    My manager ensures his/her availability and presence in the team when needed

1.2 Perceived job autonomy

  1. 1.

    I am allowed in the work to decide many issues from my viewpoint

  2. 2.

    I am allowed in the work to come to a decision of what approaches I apply for completing my job.

  3. 3.

    I am allowed in the work to be provided significant amount of autonomy to make decision

  4. 4.

    I am allowed in the work to make decision on what order jobs are performed accordingly

  5. 5.

    I am allowed in the work to make decision of how to maintain schedule in performing job

  6. 6.

    I am allowed in the work to be provided substantial opportunities of freedom as well as independence in performing tasks

  7. 7.

    I am allowed in the work to plan the ways of performing job

  8. 8.

    I am allowed in the work the opportunity of applying my own judgment or initiative in performing job

1.3 Innovative behaviour

  1. 1.

    I am able to develop novel ideas for complex matters

  2. 2.

    I am able to produce actual solutions from problematic issue

  3. 3.

    I am able to get approval for creating innovative concepts

  4. 4.

    I am capable of examining new working methods, instruments, or techniques

  5. 5.

    I am always capable of mobilizing assistance for innovative concepts

  6. 6.

    I am able to assess the advantages of innovative concepts

  7. 7.

    I am always able to implement innovative concepts systematically in job environment

  8. 8.

    I am always able to encourage the key members of organization for their innovative efforts

  9. 9.

    I am always able to translate innovative concepts into practical exercise

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Shakil, R.M., Memon, M.A. & Ting, H. Inclusive leadership and innovative work behaviour: the mediating role of job autonomy. Qual Quant 57 (Suppl 4), 707–721 (2023). https://doi.org/10.1007/s11135-021-01102-0

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