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This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to develop.

This study constructs a moderated mediation model based on the valid questionnaire data of 211 employees in service in enterprises and used SPSS23.0 and AMOS24.0 analysis software to analyze the data and test the theoretical hypotheses, and explore the influence mechanism of inclusive leadership on employees' innovative behavior.

The empirical findings show that inclusive leadership has a significant positive impact on employees' innovative behavior; organizational harmony plays a mediating role in the relationship between inclusive leadership and employees' innovative behavior; and innovation self-efficacy plays a positive moderating role between organizational harmony and employees' innovative behavior. Therefore, inclusive leadership can create a harmonious organizational climate and further improve employees' innovative behavior under the influence of employees' creative self-efficacy, which can promote innovative behavior and sustainable development of enterprises.

The authors put two variables, organizational harmony and employees' innovation self-efficacy, into the same model for correlation tests for the first time, and introduced into the mechanism of inclusive leadership's influence on employees' innovation behavior, which broadened people's understanding of organizational harmony and innovation self-efficacy and broadened the ideas for the subsequent research about the relationship between them.

This study aims to explore the associations between leadership styles (i.e. transformational and ethical) and innovative work behavior within higher education institutions (HEIs), additionally investigating the mediating role of work engagement and the moderating role of psychological empowerment.

The basis of this study rested upon adopting a cross-sectional research framework. The data were acquired from a sample comprising 825 academic staff and 275 leaders across 226 HEIs in China. Employing a quantitative methodology, the researchers used AMOS version 26.0 and SPSS version 22.0 for statistical analysis.

The results indicated that leadership styles (i.e. transformational and ethical) positively affected innovative work behavior, both directly and indirectly (via work engagement). Also, psychological empowerment moderated the linkage between leadership styles and innovative work behavior but not the association between work engagement and innovative work behavior.

Despite some existing literature having discussed the correlation between leadership styles and innovative work behavior, there appears to be a conspicuous dearth of research endeavoring to explore the mediator (i.e. work engagement) and the moderator (i.e. psychological empowerment) within the above nexus, especially in the context of HEIs. Thus, this study can be considered original, introducing novel perspectives and substantial contributions to the management literature on HEIs. In addition, it offers insights for organizational managers.

This study aims to explore how ethical leadership and innovative climate impact project success through employees innovative behavior. In addition, based on the conservation of resources theory, this study also examines whether time pressure moderates the innovative work behavior and project success nexus.

Data were collected from 403 employees working in Vietnam's information technology (IT) companies. The partial least squares structural equation modeling was used to investigate the impact of ethical leadership and innovative climate on project success, the mediating effect of innovative behavior and the moderating role of time pressure.

Empirical findings indicate that ethical leadership and innovative climate positively impact on project success. Moreover, employees' innovative behavior has a complementary effect on these relationships. In addition, time pressure moderates the nexus between innovative work behavior and project success.

The findings suggest that IT companies can promote innovative work behavior among employees by building ethical leadership and enhancing an innovative climate. Moreover, when designing and implementing a project, project managers should take care to allow enough time for innovative behavior within the team.

This inquiry is probably the first attempt to explore the mechanism linking ethical leadership and innovative climate to project success, with the mediating role of employees' innovative behavior. Additionally, time pressure is an increasingly relevant factor in contemporary business, but so far little explored in research. This study extends the current knowledge by considering the moderating role of time pressure in the innovative behavior and project success nexus.

To reveal the effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations, the leadership rapport orientation is subdivided into two types of values-based/instrumental rapport orientation. The mechanism of supervisor developmental feedback in mediating between leadership rapport orientation and employees' innovative behaviour and the moderating effect of ambidextrous environments is explored. This paper aims to discuss the aforementioned objective.

Leadership rapport orientation is divided into value-based and instrumental rapport orientation to reveal effective ways for leaders to motivate employees' innovative behaviour in complex environmental situations.

The results show that the values-based (instrumental) rapport orientation of leaders impacts employees' innovative behaviour positively (negatively).

Leaders' values-based/instrumental rapport orientation indirectly influences employees' innovative behaviour through supervisor developmental feedback, which positively moderates the relationship between the values-based or instrumental rapport orientation of leaders and employees' innovative behaviour and further moderates the partially mediating role of supervisor developmental feedback between leaders' values-based/instrumental rapport orientation and employees' innovative behaviour.

This study aims to investigate the effects of different leadership styles, transformational, transactional and authentic leadership, on travel agents’ innovational behavior, with organizational culture as a mediator.

The study aim was achieved by using an integrative model using LISREL 8.80. Quantitative research was used using a questionnaire. A convenient sampling technique was used to select the sample. A total of 500 questionnaires were distributed to travel agents, out of which 415 were returned, and 376 usable ones were statistically handled (75.2% response rate).

Transformational leadership has a significant impact on organizational culture (ß = 0.34) and innovational behavior (ß = 0.46). Authentic leadership has a significant impact on both organizational culture (ß = 0.38) and innovational behavior (ß = 0.52). Transactional leadership significantly impacts organizational culture (ß = 0.38); however, it has no significant impact on innovational behavior (ß = 0.31). The positive influence of leadership styles on innovative behavior is mediated by innovative organizational culture (ß = 0.92).

Further research should explore the relationship between other leadership styles and innovation. Additionally, investigates the relationship between organizational culture factors and innovation. This study targeted category “A” travel agencies. Therefore, to generalize the study findings, the study should be replicated with other categories of travel agencies.

Travel agencies organizations should invest in managers who adopt authentic and transformational leadership, whereas transactional leaders are urged to be open to new ideas, invest in the knowledge and skills of their employees, encourage friendly communication with their employees and ensure that there are reasonable punishment and reward systems within the organization.

This study presents new insights into tourism field by integrating the study variables (organizational culture, innovative behavior and leadership style), into one framework, particularly in developing countries’ contexts.

This study aims to examine the impact of humble leadership on both objective (salary) and subjective (career satisfaction) measures of career success and to investigate the mediating role of innovative work behavior in this relationship. Furthermore, this study also explores the moderating role of affective commitment to the supervisor (ACS) in the relationship between humble leadership and innovative work behavior.

Sample for this study consisted of 220 employees who were selected from four food and beverage companies based in Pakistan. The research hypotheses were tested through multiple regression analyses, moderated regression analyses and the bootstrapping procedure.

Results showed that innovative work behavior fully mediated the effects of humble leadership on salary, while it partially mediated the effects of humble leadership on career satisfaction. In addition, it was found that ACS moderates the relationship between humble leadership and innovative work behavior such that the relationship is stronger when ACS is high. Finally, results revealed that ACS also moderates the indirect effect of humble leadership on salary and career satisfaction.

This is the first study, which has examined the effects of humble leadership on both objective and subjective measures of career success. In addition, by exploring the mediating role of innovative work behavior and moderating role of ACS, this research sheds light on how and when humble leadership is most effective in facilitating employees' career success.

The purpose of this study is to investigate the comparative effect of transformational and servant leadership and to determine incremental variance that servant leadership can explain in employee innovative behaviour above and beyond transformational leadership. This research also examines the competing mechanisms by which transformational and servant leadership influence innovative behaviour.

The data were gathered from 338 employees working in information technology firms of Pakistan and the proposed relationships were tested through partial least squares technique using SmartPLS software.

The results reveal that servant leadership not only exerts stronger influence on innovative behaviour, but also explains an incremental variance in innovative behaviour above and beyond transformational leadership. The findings further indicate that the impact of transformational leadership on innovative behaviour is better transmitted by affective commitment. On the contrary, the impact of servant leadership is better translated through creative self-efficacy.

This research unravels the role of transformational and servant leadership in fostering innovative behaviour in knowledge-intensive organizations. Findings of this investigation also suggest that by following a two-pronged leadership strategy, managers can augment innovative behaviour by enhancing employees' creative self-efficacy and affective commitment.

This research provides initial empirical evidence regarding the incremental variance that servant leadership can explain in innovative behaviour above and beyond transformational leadership. Moreover, this research adds to leadership and innovation literature by unravelling the comparative effects of these two forms of leadership on innovative behaviour through theory-driven competing mechanisms.

The purpose of this research is to examine the relationship between spiritual leadership and employee innovative behavior by testing the mediating role of autonomous motivation and the moderating role of employee power distance orientation.

The author predicted an indirect relationship between spiritual leadership and employee innovative behavior via autonomous motivation. Also, the author predicted the positive effect of spiritual leadership on employee innovative behavior will be stronger when employee power distance orientation is high. Hypotheses are tested with data gathered from 174 participants.

Results showed that spiritual leadership was positively related to employee innovative behavior via autonomous motivation. And, the positive relationship between spiritual leadership and autonomous motivation was stronger when employee power distance orientation was high. Furthermore, the indirect effect of autonomous motivation was stronger when employee power distance orientation was high.

This study provides a new theoretical perspective – self-determination theory – to test how and when spiritual leadership enhances employee innovative behavior by suggesting autonomous motivation as a mediator and employee power distance orientation as a boundary condition.

The results of this research provide suggestions for leaders to adopt spiritual leadership as well as enhance interactions between them and employees to increase employee innovative behavior.

This study highlights the moderating role of employee power distance orientation and uses self-determination theory to examine how and when spiritual leadership plays a positive role.

The purpose of this paper is to describe and explain the relationships between empowering leadership and a humorous work climate; and service employees' creativity and innovative behaviour in frontline service jobs.

A model of causal relationships is presented, along with formulated hypotheses. The data were collected with a survey answered by frontline service employees in hotels.

The findings indicate a strong relationship between frontline cognitive creativity production of novel ideas and the behavioural implementation of these ideas into their respective work role. Moreover, the empirical findings indicate that both empowering leadership and a humorous work climate are able to trigger frontline service employees' creativity. In addition service employees' creativity appears to be a mediating variable in the relationship between empowering leadership, a humorous work climate, and the service employees' innovative behaviour.

This study limits its focus on two factors: the stimulation of service employees' creativity and innovative behaviour in frontline service jobs, both of which offer opportunities for further research.

This study has indicated that both leadership practice and work climate play important roles in explaining service employees' creativity and innovative behaviour. In particular, managers should be aware of their empowering practices, as well focusing on the degree of a humorous work climate. An important practical managerial implication from the findings is to take humour into account and consequently to develop and implement strategies followed by necessary actions to manage humour in an appropriate manner in service organizations.

The reported study contributes to enhancing the knowledge of the roles of empowering leadership and a humorous work climate for service employees' creativity and innovative behaviour in frontline service jobs.

Based on experiential learning theory (ELT), this study explores the cross-level effect of team reflexivity on employee innovative behavior. The authors especially focus on the mediating effect of individual intellectual capital (IIC) and the moderating effect of empowering leadership on the relationship between the two constructs.

This study collects data from 76 work units, which include 362 employees and their direct supervisors. A cross-level moderated mediation model was tested by using multilevel path analysis.

The results show that team reflexivity significantly contributes to employee innovative behavior. IIC mediates the above relationship. Empowering leadership not only positively moderates the relationship between team reflexivity and IIC but also reinforces the linkage of team reflexivity → IIC → employee innovative behavior.

The study suggests that organizations should invest more in promoting team reflexivity and empowering leadership in the workplace. Furthermore, managers should make members aware of the importance of IIC for employee innovative behavior. They need to make efforts to enhance IIC via internal communication channels or open discussions, which facilitate IIC and employee innovative behavior.

This research tests the relationship between team reflexivity and employee innovative behavior and identifies IIC as a key mediator that links team reflexivity to employee innovative behavior. It also highlights the moderating role of empowering leadership in the process.