Integrating inclusive leadership training with innovative work behaviours development: a mixed-methods study in e-learning design

Abstract

Small and medium-sized enterprises (SMEs) often face resource constraints and lack formal human resource development (HRD) structures, hindering the promotion of innovative work behaviours (IWB). Inclusive leadership (IL) has been shown to facilitate innovation, yet research and training have largely focused on large organisations, neglecting variations in employee readiness. This study developed an e-learning programme to strengthen IL and enhance IWB in SMEs through two phases. Study 1 used an explanatory sequential design to assess IL’s direct and indirect effects on IWB via positive psychological capital (PsyCap) and applied latent profile analysis (LPA) to identify employee subgroups. Results showed significant direct (β = .23) and stronger indirect (β = .45) effects, with three distinct profiles requiring different support. Qualitative findings revealed five inclusive practices – participatory problem-solving, inclusive communication, collaboration, recognition and empowerment, and psychological safety-building. Informed by these insights, Study 2 designed a scenario-based e-learning programme grounded in social cognitive and experiential learning theories, tailored to SME challenges. The programme significantly improved IL (d = 1.15) and received high satisfaction and applicability ratings. The study advances IL development from a person-centred HRD perspective, offering a scalable, context-sensitive training model for resource-constrained SMEs.

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