The Impact of Leadership on Innovative Work Behaviour and Adaptive Performance in Jordanian Higher Education Institutions

Abstract

This study investigates the impact of inclusive and authentic leadership styles on innovative work behaviour and adaptive performance among academic staff in Jordanian Higher Education Institutions (HEIs), with the mediating role of psychological capital in shaping these relationships and the sector type as moderate. Although previous research has looked at different leadership styles in other fields, there are not many studies that particularly investigate at how the concepts are utilised in Jordanian higher education in general and among academic staff in specific. The objectives of this study are to examine the direct impact of inclusive leadership and authentic leadership on both innovative work behavior and adaptive performance addition to the role of psychological capital as a mediator. Also, the sector type as moderator. The theoretical framework developed for this study is based on the Social Exchange Theory and Self Determentaion Theory. A quantitative research approach was employed, utilizing a self-administered questionnaire distributed to academic staff. Structural equation modelling (SEM) is utilised to assess proposal hypotheses using empirical data gathered from 422 participants in 26 Jordanian HEIs. The study implied the cluster method. Data are analyzed using smart PLS and SPSS. The findings indicate that both inclusive and authentic leadership styles significantly contribute to enhancing innovative work behaviour and adaptive performance among academic staff in Jordanian HEIs. Furthermore, psychological capital was found to mediate these relationships However, certain relationships, such as those involving psychological capital and other variables, are found to be non-significant. Also, there was no role for the sector type in moderating the relation between AL and IWB and while it has a moderating role between IL and IWB and AP . These results highlight the critical role of leadership styles in shaping organizational outcomes and underscore the nuanced nature of relationships within higher education iv settings, providing practical implications for leadership development and organizational management in Jordanian HEIs.