Impact of inclusive leadership on innovative work behavior: The role of psychological safety

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Abstract

The purpose of this study is to examine inclusive leadership as a predictor of innovative work behavior with the mediating role of psychological safety. Data were collected from supervisors–subordinates dyads working in textile industry in Pakistan. Our findings suggest that inclusive leadership is a positively related with innovative work behavior, and psychological safety mediates the effect of inclusive leadership on innovative work behavior. The leader–member exchange theory was used to build our theoretical model. We have also discussed theoretical and practical implications of our findings.

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Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct

Amy Edmondson, Zhike Lei (2014)

Psychological safety describes people’s perceptions of the consequences of taking interpersonal risks in a particular context such as a workplace. First explored by pioneering organizational scholars in the 1960s, psychological safety experienced a renaissance starting in the 1990s and continuing to the present. Organizational research has identified psychological safety as a critical factor in understanding phenomena such as voice, teamwork, team learning, and organizational learning. A growing body of conceptual and empirical work has focused on understanding the nature of psychological safety, identifying factors that contribute to it, and examining its implications for individuals, teams, and organizations. In this article, we review and integrate this literature and suggest directions for future research. We first briefly review the early history of psychological safety research and then examine contemporary research at the individual, group, and organizational levels of analysis. We assess what has been learned and discuss suggestions for future theoretical development and methodological approaches for organizational behavior research on this important interpersonal construct.