Unlocking innovation: The mediating role of perceived organizational support in inclusive leadership and employee innovative behavior in Malaysia’s service sector

Abstract

While leadership plays a crucial role in fostering employees' innovative behavior, limited research has explored the specific relationship between inclusive leadership and employee innovation. This study aims to address this gap by examining how inclusive leadership influences innovative behavior in the workplace through the mediating role of perceived organizational support (POS). A quantitative research approach was employed, utilizing survey data collected from 15 Malaysian companies across various industries. The study's theoretical framework guided the data analysis, ensuring a robust examination of the relationships between inclusive leadership, POS, and employee innovative behavior. The results indicate that inclusive leadership has a significant positive impact on both employee innovative behavior and perceived organizational support. Additionally, POS is strongly and positively associated with innovative behavior, acting as a mediator that strengthens the relationship between inclusive leadership and employee innovation. The study underscores the critical role of inclusive leadership in enhancing employees' innovative behavior, particularly through its influence on perceived organizational support. By fostering an inclusive work environment, organizations can create conditions that empower employees to generate and implement innovative ideas. These findings highlight the importance of organizations investing in inclusive leadership development and strengthening perceived organizational support to maximize employee innovation. By doing so, companies can enhance productivity and overall performance. The novelty of this research lies in its focus on the service sector, offering new insights into how inclusive leadership and perceived organizational support contribute to organizational success.