The effect of white-collar employees’ inclusive leadership perceptions on their inno ceptions on their innovative behaviors: A r viors: A research in the ch in the manufacturing sector

This study examines the impact of managers' inclusive leadership behaviors on the innovative behaviors of employees who play critical roles in organizations. Grounded in Bandura's Social Cognitive Theory (1986), it positions inclusive leadership as a key social and cognitive factor shaping employees' capacity for innovation. Addressing a gap in the literature, the study explores how inclusive leadership fosters an environment that encourages and sustains innovative behavior. A quantitative research design was adopted using the relational survey model. Data were collected through the inclusive leadership scale and the innovative behavior scale. The study population comprised 8845 employees from a manufacturing company in Ankara, with a sample of 444 employees. Findings indicate that perceived inclusive leadership significantly and positively affects innovative behavior. However, the sub-dimensions of supporting group members, ensuring justice and equity, and shared decision-making did not yield significant effects. In contrast, encouraging diverse contributions and helping group members contribute fully positively and significantly influenced innovative behavior. These results suggest that inclusive leadership, when strategically leveraged, can cultivate an organizational culture that not only values diversity and inclusion but also actively enhances employees' innovative potential. Strengthening leadership practices in this direction may serve as a critical pathway for organizations seeking to sustain competitive advantage in rapidly evolving industries.