Preprint Article Version 1 Preserved in Portico This version is not peer-reviewed

The Role of Inclusive Leadership Behaviours on Innovative Workplace Behaviour with Emphasis on the Mediator Role of Work Engagement

Version 1 : Received: 6 September 2020 / Approved: 7 September 2020 / Online: 7 September 2020 (05:16:55 CEST)

How to cite: Bannay, D.F.; Hadi al-Thalami, M.J.; Al–Shammari, A.A. The Role of Inclusive Leadership Behaviours on Innovative Workplace Behaviour with Emphasis on the Mediator Role of Work Engagement. Preprints 2020, 2020090157 (doi: 10.20944/preprints202009.0157.v1). Bannay, D.F.; Hadi al-Thalami, M.J.; Al–Shammari, A.A. The Role of Inclusive Leadership Behaviours on Innovative Workplace Behaviour with Emphasis on the Mediator Role of Work Engagement. Preprints 2020, 2020090157 (doi: 10.20944/preprints202009.0157.v1).

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.

Subject Areas

innovative; inclusive leadership behaviour; work engagement; innovative workplace behaviour

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