Investigating the Relationship between Intrapreneurial Behaviour and Inclusive Leadership, and the Mediating Roles of Internal and External Networking
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Companies are increasingly looking for ways to increase their competitive advantage, for example by increasing organisational adaptability. One mean to achieve organisational adaptability is intrapreneurial behaviour (IB), which focuses on how employees increase organisational performance by acting as entrepreneurs within an organisation. This study investigated inclusive leadership (IL) as a possible antecedent of IB. IL is a leadership style aiming to increase belongingness and make all employees feel valued for their unique contributions. Additionally, it was explored whether internal networking (IN) and external networking (EN) partially mediate the relationship between IL and IB. All hypotheses of the study were built on existing studies and theory, specifically Social Network Theory and Social Capital Theory. The constructs were measured through an online cross-sectional survey completed by 126 adult respondents. The findings revealed a statistically significant (p < .05) correlation between IL and employees’ preference to exhibit IB. Parallel mediation analysis indicated that IN partially mediates the relationship between IL and IB in the presence of EN. Future research is suggested to explore factors promoting or inhibiting IL, and should continue exploring the extent to which IN and EN differ. Practical implications are that organisations aiming to increase employees’ IB should promote IL, such as by providing trainings in IL. Organisations are advised to encourage IN and EN, such as through providing opportunities to network, to stimulate employees’ IB.