How inclusive leadership sparks service innovation: an uncertainty reduction perspective

Grounded in Uncertainty Reduction Theory, this study examines how inclusive leadership fosters employees’ service innovation behaviour. Using a three-wave time-lagged design, data were collected from 347 frontline hotel employees in the hospitality sector in the Sultanate of Oman and analysed using PLS-SEM. The findings indicate that inclusive leadership positively influences service innovation behaviour both directly and indirectly through voice climate and creative self-efficacy. While the direct effects of innovation climate and creative self-efficacy on service innovation behaviour were not supported, the mediation results reveal significant indirect effects. In addition, innovation climate strengthens the relationship between inclusive leadership and service innovation behaviour. Theoretically, this study advances the literature by positioning inclusive leadership as an uncertainty-reducing mechanism that enhances predictability and confidence in employees’ innovative actions. Practically, the findings suggest that leaders who demonstrate openness, accessibility, and support can cultivate a climate that encourages employee voice and builds creative confidence, thereby promoting sustainable service innovation.