Abstract
Research suggests that inclusive leadership (IL) has a strong impact on risk-taking behaviors such as innovation. However, while there have been studies emphasizing the vital role of IL in motivating employees toward innovative behaviors, there is little understanding of how an employee’s autonomous motivation plays an underlying mechanism in enhancing their innovative work behaviors (IWB). Drawing on self-determination theory (SDT), we argue that IL leads to autonomous motivation among individuals, which leads to IWB, and this effect is stronger in the presence of horizontal and vertical trust among the individuals and the leader. We conducted a cross-sectional study in 2022, spanning four months, involving 235 full-time employees across various private IT organizations in Pakistan. The data was analyzed using structural equation modeling and results support our hypotheses which indicate that autonomous motivation positively mediates the relationship between IL and IWB. Furthermore, the relationship between IL and autonomous motivation is stronger where the level of horizontal and vertical trust is high. We discuss contributions and offer implications for theory and practice.
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Data Availability
Data used in this research are available on reasonable request from the corresponding author.
Change history
21 November 2023
The original version of this article was updated to correct the affiliation sequence of the second author Muhammad Mustafa Raziq.
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Appendix: instrument
Appendix: instrument
We are conducting research on the leadership and innovative behavior of employees. There are no right or wrong answers as long as you did it honestly and your answers will be treated with utmost confidentiality. Thank you for your kind cooperation in the conduct of this study. Your responses will contribute to this academic research. It will take approximately 4 min to fill out the questionnaire.
Section A
Stem: Inclusive leadership has different qualities and traits. Please rate to the extent your leader shows these qualities.
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1.
My leader shows respect & recognition for others.
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2.
My leader shows appreciation for different voices.
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3.
My leader encourages open & frank communication.
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4.
My leader cultivates participative decision making & problem-solving processes.
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5.
My leader shows integrity & advanced moral reasoning.
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6.
My leader uses cooperative leadership style.
Section B
Stem: Trust is important in all relationships, so is among coworkers and the leader. Please answer the following statements keeping in mind your perception of trust in your leader and coworker.
Horizontal trust
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1.
I have trust in our team.
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2.
I can count on my co-workers when I really need them.
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3.
The atmosphere within the team is good.
Vertical trust
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4.
I trust my direct supervisor.
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5.
If I need my direct supervisor, he or she will be there for me.
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6.
My direct supervisor trusts me.
Section C
Stem: Innovation is a process involving idea generation and implementation. It requires several specific behaviors. Please rate yourself on the extent to which you show these behaviors.
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1.
I search out new technologies, processes, techniques, and/or product ideas.
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2.
I generate creative ideas.
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3.
I promote and champion ideas to others.
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4.
I investigate and secure funds needed to implement new ideas.
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5.
I develop adequate plans and schedules for the implementation of new ideas.
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6.
I am innovative
Section D
Stem: The following statements define the reasons why do you put effort in your current job. I am doing this….
Identified Motivation (self-valued goals- personal importance)
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1.
Because I want to understand the subject.
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2.
Because I want to learn new things.
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3.
To find out if I’m right or wrong.
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4.
Because I think it’s personally important to me.
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5.
Because I wouldn’t want (like) to do that (negative behavior).
Intrinsic motivation (enjoyment and fun)
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6.
Because I have fun doing my job
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7.
Because what I do in my work is exciting
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8.
Because the work I do is interesting
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Zafar, S., Raziq, M.M., Igoe, J. et al. Inclusive leadership and innovative work behavior: roles of autonomous motivation and horizontal and vertical trust. Curr Psychol 43, 12680–12695 (2024). https://doi.org/10.1007/s12144-023-05386-3
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DOI: https://doi.org/10.1007/s12144-023-05386-3