Unpacking the Dynamics: How Leaders' Cultural Intelligence Shapes Innovative Work Behavior in Organizations

Abstract

This empirical work focuses on the impact of Leaders Cultural Intelligence (LCI) on employee’s innovative work behavior, meanwhile also probing into the mediating effect of knowledge sharing on the association between LCI and innovative work behavior. It also examines how strongly workforce diversity moderates the mediating process. Employing survey data gathered from a sample of 319 employees employed in Pakistani telecommunications contact centers, the current study provides evidence of a positive relationship between leader cultural intelligence and employee innovative work behavior. The mediation of knowledge sharing further elucidates the connection. As well as in this study the moderating effect of workforce diversity was examined as a factor affecting the relationship between knowledge sharing and innovative work behavior. This research has useful theoretical and practical implications for organizations in multicultural environments, where people of very different cultural backgrounds work closely.