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

Published online by Cambridge University Press:  23 February 2017

Basharat Javed*
Department of Management and Social science
Sayyed Muhammad Mehdi Raza Naqvi
Human Resource Management, Capital University of Science and Technology Islamabad, Zone-V, Kahota Road Islamabad, Pakistan
Abdul Karim Khan
Organizational Behavoiur, College of Business & Economics, United Arab Emirates University
Surendra Arjoon
Business & Professional Ethics, The University of the West Indies, St Augustine Campus, Trinidad
Hafiz Habib Tayyeb
Human Resource Management, Capital University of Science and Technology Islamabad, Zone-V, Kahota Road Islamabad, Pakistan
Corresponding author:


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.

Research Article
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

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