Research on the influence of inclusive leadership on the proactive behavior of employees in small and medium-sized service enterprises

Abstract

The proactive behavior of employees significantly influences the growth and development of enterprises. The openness, utility and accessibility of inclusive leadership can effectively stimulate employees’ proactive behaviors, encouraging their active participation in initiatives aimed at achieving organizational goals and ultimately enhancing the benefits derived by the enterprise. However, scholarly research has yet to thoroughly investigate the mechanism of the relationship between inclusive leadership and employees’ proactive behavior. Based on social cognition theory and social identity theory, this paper focuses on employees of small and medium-sized enterprises within the service industry to examine the relationship between inclusive leadership and employees’ proactive behavior. It further analyzes the mediating effect of insider identity perception within this relationship as well as the moderating effect of leadership identity. Empirical data verification indicates that inclusive leadership positively influences employees’ proactive behavior and perception of insider identity. The perception of insider identity mediates the relationship between inclusive leadership and employees’ proactive whereas leadership identity moderates the effect of inclusive leadership on this perception. The findings of this study offer valuable insights for enterprises aiming to foster inclusive leadership and encourage proactive behavior among employees