Inclusive Leadership and Employee Performance: The Mediating Role of Innovative Work Behaviours

Abstract

Inclusive leadership plays a crucial role in enhancing employee performance in the public sector, particularly through the promotion of innovative work behaviours (IWB). This study investigates the mediating effect of IWB on the relationship between inclusive leadership and employee performance among Ilorin West Local Government Staff in Kwara State, Nigeria. Using a sample of 133 respondents and analysing the data through Partial Least Squares Structural Equation Modelling (PLS-SEM), the findings reveal that inclusive leadership significantly impacts employee performance, with IWB serving as a key mediator. The study demonstrates that inclusive leaders foster an environment where employees feel valued and empowered, leading to increased engagement in innovative behaviours. These behaviours, in turn, contribute to improved overall performance. The research provides both theoretical and practical insights, extending our understanding of Leader-Member Exchange Theory and Transformational Leadership Theory in the context of public sector organizations in developing countries. It advocates for inclusive leadership as a strategy to foster innovation and improve public sector outcomes, particularly in resource-constrained environments. The findings suggest that public sector organizations should prioritize inclusive leadership development and create frameworks that incentivize such leadership styles. This study contributes to the literature by providing empirical evidence from a non-Western context, addressing a significant gap in our understanding of leadership dynamics in diverse public sector settings.