Relationship Between Inclusive Leadership and Extra Role Behaviors in Higher Education

Long Wang ly; Guon Yi; Moolikay Allison

doi:10.69725/aei.v1i2.149

Authors

Long W L a. School of Geographic and Environmental Sciences, Tianjin Normal University, Tianjin, China
Guon Yi b. School of Education, Zhejiang University, Hangzhou, China
Moolikay All c. Department of Economics, University of Insubria, Varese, Italy

DOI:

https://doi.org/10.69725/aei.v1i2.149

Keywords:

Inclusive Leadership, Organizational Learning, Innovative Work Behavior, Organizational Citizenship Behavior, Structural Equation Modeling

Abstract

Objective: The current study aimed to investigate the role of Inclusive Leadership (INL) by assessing its impact on Organizational Learning (OL), Innovative Work Behaviour (IWB), and Organizational Citizenship Behaviour (OCB). It examine the direct and indirect effects of INL on these outcomes by focusing on the mediating role of OL.
Methods: Structural equation modeling was utilized for data from employees of different organizations. No data had to be gathered to examine relations between contructs (700 respondents)
Results: The findings indicate substantial direct effects of INL on OL, IWB, and OCB. Moreover, OL served as a mediator between INL and IWB and OCB, which shows that organizational learning is critical in the process of transforming inclusive leadership into employee behavior.
Novelty: The study provides theoretical and managerial implications by elucidating the mediating role of OL on the relationship of INL with vital employee behaviors. It sheds new light on the mechanisms by which inclusive leadership fosters innovation and citizenship behaviors.
Theory and Policy Implications: The results indicate that organizations should promote inclusive leadership and invest in learning environments that will boost innovation and voluntary organizational behaviors. Insights,Data-driven insights,Policy planning,HR policies and practices,Organizational leadership,Leadership developmentHuman resource developmentLeadership and management.

Downloads

Download data is not yet available.

Author Biographies

Long W L, a. School of Geographic and Environmental Sciences, Tianjin Normal University, Tianjin, China

Long Wang ly

School of Geographic and Environmental Sciences, Tianjin Normal University, Tianjin, China
Guon Yi, b. School of Education, Zhejiang University, Hangzhou, China

Guon Yi (Lecture)
School of Education, Zhejiang University, Hangzhou, China
Moolikay All, c. Department of Economics, University of Insubria, Varese, Italy

Moolikay Allison
Department of Economics, University of Insubria, Varese, Italy

References

Aboramadan, M., Dahleez, K. A., & Farao, C. (2022). Inclusive leadership and extra-role behaviors in higher education: does organizational learning mediate the relationship? International Journal of Educational Management, 36(4), 397–418. https://doi.org/10.1108/IJEM-06-2020-0290

Al-Kurdi, O. F., El-Haddadeh, R., & Eldabi, T. (2020). The role of organisational climate in managing knowledge sharing among academics in higher education. International Journal of Information Management, 50, 217–227. https://doi.org/https://doi.org/10.1016/j.ijinfomgt.2019.05.018 DOI: https://doi.org/10.1016/j.ijinfomgt.2019.05.018

Al-shami, S. A., Al mamun, A., Rashid, N., & Cheong, C. B. (2023). Happiness at workplace on innovative work behaviour and organisation citizenship behaviour through moderating effect of innovative behaviour. Heliyon, 9(5). https://doi.org/10.1016/j.heliyon.2023.e15614 DOI: https://doi.org/10.1016/j.heliyon.2023.e15614

Al Daboub, R. S., Al-Madadha, A., & Al-Adwan, A. S. (2024). Fostering firm innovativeness: Understanding the sequential relationships between human resource practices, psychological empowerment, innovative work behavior, and firm innovative capability. International Journal of Innovation Studies, 8(1), 76–91. https://doi.org/https://doi.org/10.1016/j.ijis.2023.12.001 DOI: https://doi.org/10.1016/j.ijis.2023.12.001

Ali, M., Mustapha, I., Osman, S., & Hassan, U. (2021). University social responsibility: A review of conceptual evolution and its thematic analysis. Journal of Cleaner Production, 286, 124931. https://doi.org/https://doi.org/10.1016/j.jclepro.2020.124931 DOI: https://doi.org/10.1016/j.jclepro.2020.124931

Aryee, S., & Zhen Xiong Chen. (2006). Leader–member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes. Journal of Business Research, 59(7), 793–801. https://doi.org/https://doi.org/10.1016/j.jbusres.2005.03.003 DOI: https://doi.org/10.1016/j.jbusres.2005.03.003

Ashikali, T., Groeneveld, S., & Kuipers, B. (2020). The Role of Inclusive Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams. Review of Public Personnel Administration, 41(3), 497–519. https://doi.org/10.1177/0734371X19899722 DOI: https://doi.org/10.1177/0734371X19899722

Broome, M. E., Georges, J. M., Vitello-Cicciu, J., Leaver, C. A., & García, R. (2023). Current state and future recommendations for faculty in PhD in nursing programs. Journal of Professional Nursing, 46, 111–118. https://doi.org/https://doi.org/10.1016/j.profnurs.2023.02.011 DOI: https://doi.org/10.1016/j.profnurs.2023.02.011

Carmeli, A., Atwater, L., & Levi, A. (2011). How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification. The Journal of Technology Transfer, 36(3), 257–274. https://doi.org/10.1007/s10961-010-9154-y DOI: https://doi.org/10.1007/s10961-010-9154-y

Di Vaio, A., Hasan, S., Palladino, R., Profita, F., & Mejri, I. (2021). Understanding knowledge hiding in business organizations: A bibliometric analysis of research trends, 1988–2020. Journal of Business Research, 134, 560–573. https://doi.org/https://doi.org/10.1016/j.jbusres.2021.05.040 DOI: https://doi.org/10.1016/j.jbusres.2021.05.040

Egitim, S. (2022). Challenges of adapting to organizational culture: Internationalization through inclusive leadership and mutuality. Social Sciences & Humanities Open, 5(1), 100242. https://doi.org/https://doi.org/10.1016/j.ssaho.2021.100242 DOI: https://doi.org/10.1016/j.ssaho.2021.100242

Fang, T., & Faure, G. O. (2011). Chinese communication characteristics: A Yin Yang perspective. International Journal of Intercultural Relations, 35(3), 320–333. https://doi.org/https://doi.org/10.1016/j.ijintrel.2010.06.005 DOI: https://doi.org/10.1016/j.ijintrel.2010.06.005

Faure, G. O., & Fang, T. (2008). Changing Chinese values: Keeping up with paradoxes. International Business Review, 17(2), 194–207. https://doi.org/https://doi.org/10.1016/j.ibusrev.2008.02.011 DOI: https://doi.org/10.1016/j.ibusrev.2008.02.011

Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693–727. https://doi.org/https://doi.org/10.1016/j.leaqua.2003.09.001 DOI: https://doi.org/10.1016/j.leaqua.2003.09.001

Gardner, W. L., Karam, E. P., Alvesson, M., & Einola, K. (2021). Authentic leadership theory: The case for and against. The Leadership Quarterly, 32(6), 101495. https://doi.org/https://doi.org/10.1016/j.leaqua.2021.101495 DOI: https://doi.org/10.1016/j.leaqua.2021.101495

Georgakakis, D., Heyden, M. L. M., Oehmichen, J. D. R., & Ekanayake, U. I. K. (2022). Four decades of CEO–TMT interface research: A review inspired by role theory. The Leadership Quarterly, 33(3), 101354. https://doi.org/https://doi.org/10.1016/j.leaqua.2019.101354 DOI: https://doi.org/10.1016/j.leaqua.2019.101354

Hao, B., Feng, Y., & Ye, J. (2017). Building interfirm leadership: A relational identity perspective. European Management Journal, 35(5), 651–662. https://doi.org/https://doi.org/10.1016/j.emj.2017.03.010 DOI: https://doi.org/10.1016/j.emj.2017.03.010

Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20(6), 855–875. https://doi.org/https://doi.org/10.1016/j.leaqua.2009.09.004 DOI: https://doi.org/10.1016/j.leaqua.2009.09.004

Kan, M. M., & Parry, K. W. (2004). Identifying paradox: A grounded theory of leadership in overcoming resistance to change. The Leadership Quarterly, 15(4), 467–491. https://doi.org/https://doi.org/10.1016/j.leaqua.2004.05.003 DOI: https://doi.org/10.1016/j.leaqua.2004.05.003

Korkmaz, S., Kazgan, A., Çekiç, S., Tartar, A. S., Balcı, H. N., & Atmaca, M. (2020). The anxiety levels, quality of sleep and life and problem-solving skills in healthcare workers employed in COVID-19 services. Journal of Clinical Neuroscience : Official Journal of the Neurosurgical Society of Australasia, 80, 131–136. https://doi.org/10.1016/j.jocn.2020.07.073 DOI: https://doi.org/10.1016/j.jocn.2020.07.073

Kwon, K., & Kim, T. (2020). An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model. Human Resource Management Review, 30(2), 100704. https://doi.org/https://doi.org/10.1016/j.hrmr.2019.100704 DOI: https://doi.org/10.1016/j.hrmr.2019.100704

Li, Y., & Sun, J.-M. (2015). Traditional Chinese leadership and employee voice behavior: A cross-level examination. The Leadership Quarterly, 26(2), 172–189. https://doi.org/https://doi.org/10.1016/j.leaqua.2014.08.001 DOI: https://doi.org/10.1016/j.leaqua.2014.08.001

Lu, V. N., Capezio, A., Restubog, S. L. D., Garcia, P. R. J. M., & Wang, L. (2016). In pursuit of service excellence: Investigating the role of psychological contracts and organizational identification of frontline hotel employees. Tourism Management, 56, 8–19. https://doi.org/https://doi.org/10.1016/j.tourman.2016.03.020 DOI: https://doi.org/10.1016/j.tourman.2016.03.020

Ly, B. (2024). Inclusion leadership and employee work engagement: The role of organizational commitment in Cambodian public organization. Asia Pacific Management Review, 29(1), 44–52. https://doi.org/https://doi.org/10.1016/j.apmrv.2023.06.003 DOI: https://doi.org/10.1016/j.apmrv.2023.06.003

McCauley, C. D., & Palus, C. J. (2021). Developing the theory and practice of leadership development: A relational view. The Leadership Quarterly, 32(5), 101456. https://doi.org/https://doi.org/10.1016/j.leaqua.2020.101456 DOI: https://doi.org/10.1016/j.leaqua.2020.101456

Ollier-Malaterre, A., Valcour, M., Den Dulk, L., & Kossek, E. E. (2013). Theorizing national context to develop comparative work–life research: A review and research agenda. European Management Journal, 31(5), 433–447. https://doi.org/https://doi.org/10.1016/j.emj.2013.05.002 DOI: https://doi.org/10.1016/j.emj.2013.05.002

Peng, M. W., Lu, Y., Shenkar, O., & Wang, D. Y. L. (2001). Treasures in the China house: a review of management and organizational research on Greater China. Journal of Business Research, 52(2), 95–110. https://doi.org/https://doi.org/10.1016/S0148-2963(99)00063-6 DOI: https://doi.org/10.1016/S0148-2963(99)00063-6

Pham, T. P. T., Van Nguyen, T., Van Nguyen, P., & Ahmed, Z. U. (2024). The pathways to innovative work behavior and job performance: Exploring the role of public service motivation, transformational leadership, and person-organization fit in Vietnam’s public sector. Journal of Open Innovation: Technology, Market, and Complexity, 10(3), 100315. https://doi.org/https://doi.org/10.1016/j.joitmc.2024.100315 DOI: https://doi.org/10.1016/j.joitmc.2024.100315

Quatro, S. A., Waldman, D. A., & Galvin, B. M. (2007). Developing holistic leaders: Four domains for leadership development and practice. Human Resource Management Review, 17(4), 427–441. https://doi.org/https://doi.org/10.1016/j.hrmr.2007.08.003 DOI: https://doi.org/10.1016/j.hrmr.2007.08.003

Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190–203. https://doi.org/https://doi.org/10.1016/j.hrmr.2017.07.002 DOI: https://doi.org/10.1016/j.hrmr.2017.07.002

Saif, N., Amelia, Goh, G. G. G., Rubin, A., Shaheen, I., & Murtaza, M. (2024). Influence of transformational leadership on innovative work behavior and task performance of individuals: The mediating role of knowledge sharing. Heliyon, 10(11). https://doi.org/10.1016/j.heliyon.2024.e32280 DOI: https://doi.org/10.1016/j.heliyon.2024.e32280

Saleem, M. S., Isha, A. S. N., & Awan, M. I. (2024). Exploring the pathways to enhanced task performance: the roles of supportive leadership, team psychological safety, and mindful organizing. Journal of Hospitality and Tourism Insights, 7(5), 2560–2581. https://doi.org/10.1108/JHTI-01-2023-0031 DOI: https://doi.org/10.1108/JHTI-01-2023-0031

Schaedler, L., Graf-Vlachy, L., & König, A. (2022). Strategic leadership in organizational crises: A review and research agenda. Long Range Planning, 55(2), 102156. https://doi.org/https://doi.org/10.1016/j.lrp.2021.102156 DOI: https://doi.org/10.1016/j.lrp.2021.102156

Schneckenberg, D., Truong, Y., & Mazloomi, H. (2015). Microfoundations of innovative capabilities: The leverage of collaborative technologies on organizational learning and knowledge management in a multinational corporation. Technological Forecasting and Social Change, 100, 356–368. https://doi.org/https://doi.org/10.1016/j.techfore.2015.08.008 DOI: https://doi.org/10.1016/j.techfore.2015.08.008

Settles, I. H., Buchanan, N. T., & Dotson, K. (2019). Scrutinized but not recognized: (In)visibility and hypervisibility experiences of faculty of color. Journal of Vocational Behavior, 113, 62–74. https://doi.org/https://doi.org/10.1016/j.jvb.2018.06.003 DOI: https://doi.org/10.1016/j.jvb.2018.06.003

Shaw, M. A. (2019). Strategic instrument or social institution: Rationalized myths of the university in stakeholder perceptions of higher education reform in Poland. International Journal of Educational Development, 69, 9–21. https://doi.org/https://doi.org/10.1016/j.ijedudev.2019.05.006 DOI: https://doi.org/10.1016/j.ijedudev.2019.05.006

Taras, V., Rowney, J., & Steel, P. (2009). Half a century of measuring culture: Review of approaches, challenges, and limitations based on the analysis of 121 instruments for quantifying culture. Journal of International Management, 15(4), 357–373. https://doi.org/https://doi.org/10.1016/j.intman.2008.08.005 DOI: https://doi.org/10.1016/j.intman.2008.08.005

Tian, L., & Yang, L. (2024). Inward student mobility in China: A reappraisal of the common good contributions and the inherent challenges. International Journal of Educational Research, 128, 102471. https://doi.org/https://doi.org/10.1016/j.ijer.2024.102471 DOI: https://doi.org/10.1016/j.ijer.2024.102471

Veli Korkmaz, A., van Engen, M. L., Knappert, L., & Schalk, R. (2022). About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research. Human Resource Management Review, 32(4), 100894. https://doi.org/https://doi.org/10.1016/j.hrmr.2022.100894 DOI: https://doi.org/10.1016/j.hrmr.2022.100894

Ye, Q., Wang, D., & Guo, W. (2019). Inclusive leadership and team innovation: The role of team voice and performance pressure. European Management Journal, 37(4), 468–480. https://doi.org/https://doi.org/10.1016/j.emj.2019.01.006 DOI: https://doi.org/10.1016/j.emj.2019.01.006

Zhong, J., Li, Y., & Luo, J. (2021). The Trickle-Down Effects of Inclusive Leadership on Employees’ Innovative Behavior: The Joint Moderating Effects of Vicarious Learning and Organizational Inclusion Climate. Journal of Leadership & Organizational Studies, 29(3), 342–358. https://doi.org/10.1177/15480518211059941 DOI: https://doi.org/10.1177/15480518211059941