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We investigated the association between inclusive leadership and innovative work behaviours, and the role of psychological empowerment and leader-member exchange in that relationship. Participants were 508 employees from tourism, textile, and banking sectors in Turkey (female = 51.38%; age range = 20 to 63). The path analysis results showed that inclusive leadership predicted an increase in employee innovative work behaviours. Further, psychological empowerment plays a mediating role in this relationship. The indirect effect of inclusive leadership on innovative work behaviours through psychological empowerment was not significant with low leader-member exchange relationship. This effect was significant with high leader member exchange relationship. Leader member exchange had a moderated mediation role on the inclusive leadership influences on employee innovative work behaviour through psychological empowerment, boosting the inclusive leadership effects on employee innovative work behaviour than with psychological empowerment alone. The research findings suggest that expanded psychological empowerment is important to inclusive leadership practices for innovative work behaviours.

Inclusive leadership and employee innovative work behaviours: Testing a psychological empowerment and leader-member exchange moderated-mediation model