A Dual-path Model Of The Impact Of Inclusive Leadership On Employees’ Innovative Behavior

Today,as information technology develops faster,more and more fierce competition among companies is following.Therefore,innovation is imperative for enterprises to maintain long-term survival and development.As a micro component of enterprise innovation,employees’ innovative thinking and activities are the key to innovation and sustainable development of contemporary enterprises.Therefore,how to effectively stimulate the innovation behavior of employees is an urgent issue for enterprise managers.Throughout the previous literature,in the antecedent variables of employees’ innovative behavior,leadership style is considered to be one of the elements that can’t be ignored.Among them,with the emergence of diversified management,the inclusive leadership style and behavior have been rising,and its impact on employees’ innovative behavior has drawn close attention by the scholars.At the same time,from ancient times to the present,the spirit of China contains the idea of " inclusiveness",so the research on inclusive leadership and employees’ innovative behavior in Chinese context has a lot of values.In this process,there are not only direct effects but also complex internal mechanisms.So,in order to open this black box of influence,this study,based on the theories of social cognition and motivation,through literature review,established a theoretical model with psychological security and self-efficacy as mediating variables and organizational innovation rewards as moderating variables.At the same time,in this study,sample data was obtained through the questionnaire survey of many enterprises in Hunan,Guangdong and other places,and a series of reliability and validity analysis,common method deviation analysis,descriptive statistics,correlation analysis,regression analysis and structural equation model analysis were conducted by using SPSS25.0 and MPLUS7.4 statistical software,one by one to test the hypotheses proposed,the research conclusions are as follows:(1)inclusive leadership positively affects employees’ innovative behavior;(2)employees’ psychological security plays a part in mediating role between inclusive leadership and employees’ innovative behavior;(3)employees’ self-efficacy plays a part in mediating role between inclusive leadership and employees’ innovative behavior;(4)the mediating role ofpsychological security is significantly less than that of self-efficacy;(5)organizational innovation reward plays a significant positive regulating role in the relationship between "psychological security-employees’ innovative behavior" and "self-efficacy-employees’ innovative behavior" plays a positive regulatory role;(6)organizational innovation rewards positively regulates the mediating role of employees’ psychological security and self-efficacy.This study clarifies the positive relationship between inclusive leadership and employees’ innovative behavior,reveals the internal psychological transmission mechanism of the relationship process,and verifies the contingency of organizational innovation rewards,which is not only helpful to expand the transmission mechanism on inclusive leadership and employees’ innovative behavior,but also provides some suggestions for enterprise innovation development.