INCLUSIVE LEADERSHIP AND EMPLOYEE INNOVATION: THE MEDIATING ROLE OF ORGANIZATIONAL SUPPORT AND PSYCHOLOGICAL SAFETY

Innovative behavior of employees creates a competitive edge for firms over other firms; hence, organizations are putting measures in place to influence employees' innovativeness. The study investigated the effects of three constructs in connection with employees' innovations in the public sector of Zimbabwe. The researchers employed quantitative methodology for data collection analysis. Data were gathered through an online questionnaires administration system, and SPSS-AMOS version 23 was used to conduct the analysis. Data validity and internal consistency were evaluated using confirmatory factor analysis, composite Reliability, and Cronbach alpha, while the relationships between the variables were measured using a linear hierarchical regression model. The results show that inclusive leadership has positive effects on perceived organizational support and employees' innovative behavior, while perceived organizational support also has positive effect on employees’ innovative behavior. Perceived organizational support mediate the relationship between inclusive leadership and employee’s innovative behavior, while psychological safety moderates the relationship between inclusive leadership and organizational support and inclusive leadership and employee’s innovation. The researchers recommend that management remove various barriers impeding psychological safety in their organizations and maximize inclusive leadership to enhance employees' innovativeness.