Inclusive Leadership Practices And Their Role In Improving Innovative Work Behaviour (IWB) Among Staff In Higher Education Institutions (Heis)

Abstract

Introduction: Inclusive leadership emphasizes openness, fairness, and recognition, fostering psychological safety and engagement among employees. In HEIs, it is increasingly linked to fostering Innovative Work Behaviour (IWB) essential for institutional success.

Objectives: This study aims to (i) examine inclusive leadership practices in HEIs, (ii) analyze their impact on faculty IWB, and (iii) explore the relationship between demographic variables and perceptions of inclusive leadership.

Research Design: The study adopts an exploratory and descriptive design to test the  Inclusive leadership model namely Link Assessment Model . The study used the data collected through structured questionnaires administered to faculty members across Indian HEIs. Hypotheses were tested  to assess demographic variations.

Findings: Significant differences emerged based on gender and experience levels in perceptions of inclusive leadership. Notably, inclusive practices  have positive correlation with IWB across teaching staff.

Practical Implications: HEIs should institutionalize inclusive leadership training, emphasizing recognition, collaboration, and innovation. Tailoring leadership strategies to diverse demographic profiles can strengthen innovation capacity and teaching effectiveness.