The Role of Inclusive Leadership and Organizational Learning Capacity in Enhancing Employees’ Innovation Performance in the Manufacturing Industry of Guangzhou City, China
DOI:
https://doi.org/10.53797/ujssh.v4i1.13.2025Keywords:
Inclusive leadership, organizational learning capacity, employees’ innovation performance, manufacturing industry, Guangzhou cityAbstract
The manufacturing industry in Guangzhou, China, faces increasing pressure to enhance innovation capabilities in response to rapid technological advancements and intense global competition. This study aims to examine the impact of inclusive leadership on employees' innovation performance, focusing on the mediating role of organizational learning capacity. Using a quantitative research approach and Structural Equation Modeling (SEM) for data analysis, the study collected data from 400 employees in Guangzhou’s manufacturing sector. The findings indicate that inclusive leadership has a significant positive effect on employees' innovation performance, both directly and indirectly through organizational learning capacity. The results highlight the importance of inclusive leadership practices in fostering a supportive and psychologically safe environment that promotes knowledge sharing and creative problem-solving. The study contributes to the literature by providing empirical evidence on the critical role of inclusive leadership and organizational learning in driving innovation, offering practical implications for managers seeking to boost organizational adaptability and long-term competitiveness in dynamic industrial contexts.
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Copyright (c) 2025 Jinyao Wang, Nadiah Ishak
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