Influence of Inclusive Leadership on Innovation among Employees in Tech Startups in Kenya

Emily Odhiambo ()

Human Resource and Leadership Journal, 2025, vol. 10, issue 3, 31 - 43

Abstract: Purpose: The purpose of this article was to influence of inclusive leadership on innovation among employees in tech startups in Kenya. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: ​ Inclusive leadership in Kenyan tech startups boosts employee innovation by fostering psychological safety, open communication, and team collaboration. It encourages idea-sharing, reduces fear of failure, and enhances creativity. Startups with inclusive leaders show higher adaptability and continuous innovation. Unique Contribution to Theory, Practice and Policy: Social exchange theory, transformational leadership theory & psychological safety theory may be used to anchor future studies on influence of inclusive leadership on innovation among employees in tech startups in Kenya. For tech startups, cultivating inclusive leadership skills among founders and managers is critical to unlocking the full innovative potential of their teams. Policymakers have a vital role in encouraging tech startups to embrace inclusive leadership by creating supportive policies and incentives.

Keywords: Inclusive Leadership; Innovation Employees; Tech Startups (search for similar items in EconPapers)
Date: 2025
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