Fostering digital innovation among female managers: the interplay of psychological capital, gender equality policies, and leader-member exchange

Purpose This research aims to enhance our understanding of the factors influencing female leaders’ digital innovation, focusing on the psychological and organizational mechanisms driving female managers’ innovative digital work behaviors. Design/methodology/approach Using a quantitative approach ( n = 219), this study involves a case study within a global cosmetic company, targeting subsidiaries in Indonesia and India. It assesses the role of organizational gender equality policies and psychological capital (PsyCap) in shaping positive relationships between female managers and their supervisors (LMX), leading to digital innovative work behaviors. Findings Results indicate that PsyCap and LMX are positively associated with female managers’ digital innovative behavior. No significant direct relationship was found between gender equality policies and digital innovative behavior, while LMX emerged as a crucial mediator between organizational and personal resources and digital innovative behaviors. Originality/value This study addresses theoretical and empirical gaps by investigating the largely overlooked area of female managers’ proactive digital innovation. It uniquely examines how LMX fosters digital innovation, particularly in the cosmetics industry within developing countries. Findings reveal key dynamics, such as the combined influence of personal resources and organizational policies through LMX on female leaders’ digital innovation. This research offers valuable insights into gender and digital innovation, advancing strategies to effectively support proactive innovation among female managers.