포용적 리더십이 혁신행동에 미치는 영향과 LMX, 심리적 안전감의 매개효과: 과학기술분야 공공 연구개발조직을 중심으로

With the rapid development of advanced technologies, innovation is an important source of competitive advantage. Therefore, there is an increasing demand for innovative behavior of employees in all sectors such as companies and public organizations. However, the existing research on innovation behavior has been mainly focused on the manufacturing industry, mainly private companies, and some service industries, mainly hoteliers. Recently, as innovation has become more important, not only private companies but also the public sector has been increasingly interested in it, but there is still a lack of research on researchers in public research institutes in the field of science and technology, which are the most in need of innovative behavior. Under the primary objectives, this study empirically analyzed the direct effects of inclusive leadership on innovative behavior and the indirect (mediated) and double-mediated effects of LMX and psychological safety among members of R&D organizations of public research institutions in the field of science and technology. To achieve these research objectives, online and offline surveys were conducted using sampling methods for research positions at government-funded science and technology research institutes. Out of 341 copies, an empirical analysis was performed through 306 usable data, excluding 35 insincere answers. For statistical analysis of collected questionnaire data, we examined structural relationships through descriptive statistics and structural equation models. According to the above analysis, the study’s results are summarized as follows. First, inclusive leadership has a statistically significant positive (+) effect on people’s innovative behavior. Second, inclusive leadership has confirmed that LMX mediates a meaningful positive (+) relationship between members’ innovative behaviors. Third, inclusive leadership of superiors confirmed that psychological safety mediated a meaningful positive (+) relationship between members’ innovative behaviors. Fourth, inclusive leadership of supervisors has been shown to mediate the positive (+) relationship between members’ innovative behaviors with LMX and psychological safety. This study shows the importance of inclusive leadership as the type of leader that triggers innovative behavior among members of public R&D organizations (research positions). Therefore, through this study, the research target in the relationship between inclusive leadership and innovative behavior was expanded to the R&D organizations of public research institutions in the field of science and technology, and the gap in the relational mechanism between inclusive leadership and the resulting outcome variables was empirically revealed. Implications include the need for leadership behaviors focused on inclusion for leaders of R&D organizations in public research and development institutions.