[1]Shum, C., Ghosh, A., & Gatling, A. Prosocial rule-breaking to help coworker: Nature, causes, and effect on service performance. International Journal of Hospitality Management, 79, (2019). 100-109. https://doi.org/10.1016/j.ijhm.2019.01.001
[2]Wang, F., & Shi, W. Inclusive leadership and pro-social rule breaking: The role of psychological safety, leadership identification and leader-member exchange. Psychological Reports, 124(5), (2020). 2155-2179. https://doi.org/10.1177/0033294120953558
[3]Griffin, R. W., & Lopez, Y. P. “Bad behavior” in organizations: A review and typology for future research. Journal of Management, 31(6), (2005). 988-1005. https://doi.org/10.1177/0149206305279942
[4]سیدنقوی، م. ع. ثابت، ع. تحلیل تاثیر ابعاد مدل ویژگیهای شغلی بر قانونشکنی خیرخواهانه بر اساس نقش میانجی خودکارآمدی کارکنان. فصلنامه مطالعات مدیریت (بهبود و تحول). 87(1). (1397). 101-126.
[5]Salehi Abarghavi, M. A., Amiri, M. A., Faizi, K. Providing a framework for evaluating organizational resilience in Iran's leather industry, Quarterly Journal of New Research in Decision Making, 3 (3): (2018). 129-105.
[6]سپهوند، ر. محمدیاری، ز. بررسی نقش میانجی جراتورزی در تاثیرگذاری مهارتهای سیاسی بر قانونشکنی خیرخواهانه در بین مدیران سازمانهای دولتی استان ایلام. فصلنامه پژوهشهای مدیریت در ایران، 24(2). (1399). 111-137.
[7]Irshad, M., Bartels, J., Majeed, M., & Bashir, S. When breaking the rule becomes necessary: The impact of leader–member exchange quality on nurses pro‐social rule‐breaking. Nursing Open. (2021). https://doi.org/10.1002/nop2.979
[8]Tu, C., & Luo, B. Paternalistic leadership and pro-social rule breaking: The moderating roles of psychological empowerment and leader-member exchange. Human Systems Management, 39(1), (2020). 93-103. https://doi.org/10.3233/hsm-190531
[9]Morrison, E. W. Doing the job well: An investigation of pro-social rule breaking. Journal of Management, 32(1), (2006). 5-28. https://doi.org/10.1177/0149206305277790
[10]John, L. M., & Shafi, M. Impact of organizational structure and social support on pro-social rule breaking: A frontline perspective. Cogent Business & Management, 7(1), (2020). 1781994. https://doi.org/10.1080/23311975.2020.1781994
[11]Van Knippenberg, D., & Van Ginkel, W. P. A diversity mindset perspective on inclusive leadership. Group & Organization Management, (2021). 105960112199722. https://doi.org/10.1177/1059601121997229
[12]Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), (2018). 190-203. https://doi.org/10.1016/j.hrmr.2017.07.002
[13]Rayner, S. Educational diversity and learning leadership: A proposition, some principles and a model of inclusive leadership? Educational Review, 61(4), (2009). 433-447. https://doi.org/10.1080/00131910903404004
[14]Ashikali, T., Groeneveld, S., & Kuipers, B. The role of inclusive leadership in supporting an inclusive climate in diverse public sector teams. Review of Public Personnel Administration, 41(3), (2020). 497-519. https://doi.org/10.1177/0734371x19899722
[15]Khan, J., Jaafar, M., Javed, B., Mubarak, N., & Saudagar, T. Does inclusive leadership affect project success? The mediating role of perceived psychological empowerment and psychological safety. International Journal of Managing Projects in Business, 13(5), (2020). 1077-1096. https://doi.org/10.1108/ijmpb-10-2019-0267
[16]Sherf, E. N., Parke, M. R., & Isaakyan, S. Distinguishing voice and silence at work: Unique relationships with perceived impact, psychological safety, and burnout. Academy of Management Journal, 64(1), (2021). 114-148. https://doi.org/10.5465/amj.2018.1428
[17]Sun, Y., & Huang, J. Psychological capital and innovative behavior: Mediating effect of psychological safety. Social Behavior and Personality: an international journal, 47(9), (2019). 1-7. https://doi.org/10.2224/sbp.8204
[18]Javed, B., Naqvi, S. M., Khan, A. K., Arjoon, S., & Tayyeb, H. H. Impact of inclusive leadership on innovative work behavior: The role of psychological safety. Journal of Management & Organization, 25(1), (2017). 117-136. https://doi.org/10.1017/jmo.2017.3
[19]Javed, B., Fatima, T., Khan, A. K., & Bashir, S. Impact of inclusive leadership on innovative work behavior: The role of creative self‐efficacy. The Journal of Creative Behavior, 55(3), (2020). 769-782. https://doi.org/10.1002/jocb.487
[20]Rahman Khattak, S., Saleem, Z., & Khan, H. Relationship between goal orientation and employee creativity: A mediating role of creative self-efficacy. International Journal of Organizational Leadership, 6(4), (2017). 434-443. https://doi.org/10.33844/ijol.2017.60338
[21]Hu, J., Erdogan, B., Jiang, K., Bauer, T. N., & Liu, S. Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance. Journal of Applied Psychology, 103(3), (2018). 313-323. https://doi.org/10.1037/apl0000277
[22]Van Breukelen, W., Schyns, B., & Le Blanc, P. Leader-member exchange theory and research: Accomplishments and future challenges. Leadership, 2(3), (2006). 295-316. https://doi.org/10.1177/1742715006066023
[23]Carmeli, A., Reiter-Palmon, R., & Ziv, E. Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), (2010). 250-260. https://doi.org/10.1080/10400419.2010.504654
[24]Cenkci, A. T., Bircan, T., & Zimmerman, J. Inclusive leadership and work engagement: The mediating role of procedural justice. Management Research Review, 44(1), (2020). 158-180. https://doi.org/10.1108/mrr-03-2020-0146
[25]Zhu, J., Xu, S., & Zhang, B. The paradoxical effect of inclusive leadership on subordinates’ creativity. Frontiers in Psychology, 10. (2020). https://doi.org/10.3389/fpsyg.2019.02960
[26]Guo, Y., Zhu, Y., & Zhang, L. Inclusive leadership, leader identification and employee voice behavior: The moderating role of power distance. Current Psychology. (2020). https://doi.org/10.1007/s12144-020-00647-x
[27]Gallegos, P. V. The work of inclusive leadership: Fostering authentic
relationships, modeling courage and humility, Diversity at work: The
practice of inclusion 17(3), (2014). 177–203.
[28]Choi, S. B., Tran, T. B., & Park, B. I. Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: an international journal, 43(6), (2015). 931-943. https://doi.org/10.2224/sbp.2015.43.6.931
[29]Dahling, J. J., Chau, S. L., Mayer, D. M., & Gregory, J. B. Breaking rules for the right reasons? An investigation of pro-social rule breaking. Journal of Organizational Behavior, 33(1), (2010). 21-42. https://doi.org/10.1002/job.730
[30]Vardaman, J. M., Gondo, M. B., & Allen, D. G. Ethical climate and pro-social rule breaking in the workplace. Human Resource Management Review, 24(1), (2014). 108-118. https://doi.org/10.1016/j.hrmr.2012.05.001
[31]Hantula, D. A. Inclusive leadership: The essential leader-follower relationship. The Psychological Record, 59(4), (2009). 701-704. https://doi.org/10.1007/bf03395688
[32]Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. Psychological safety: A meta-analytic review and extension. Personnel Psychology, 70(1), (2016). 113-165. https://doi.org/10.1111/peps.12183
[33]Edmondson, A. C., & Lei, Z. Psychological safety: The history, Renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), (2014). 23-43. https://doi.org/10.1146/annurev-orgpsych-031413-091305
[34]Newman, A., Donohue, R., & Eva, N. Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), (2017). 521-535. https://doi.org/10.1016/j.hrmr.2017.01.001
[35]Kirkman, B. L., Cordery, J. L., Mathieu, J., Rosen, B., & Kukenberger, M. Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance. Human Relations, 66(3), (2013). 333-362. https://doi.org/10.1177/0018726712464076
[36]Choi, S. B., Tran, T. B. H., & Kang, S. W. Inclusive leadership and employee well-being: The mediating role of person-job fit. Journal of Happiness Studies, 18(6), (2017). 1877–1901. https://doi.org/10.1007/s10 902-016-9801-6
[37]Tierney, P., & Farmer, S. M. Creative self-efficacy: Its potential antecedents and relationship to creative performance. Academy of Management Journal, 45(6), (2002). 1137-1148. https://doi.org/10.5465/3069429
[38]Adil, M. S., Khan, M. N., Khan, I., & Qureshi, M. A. Impact of leader creativity expectations on employee creativity: Assessing the mediating and moderating role of creative self-efficacy. International Journal of Management Practice, 11(2), (2018). 171. https://doi.org/10.1504/ijmp.2018.090832
[39]Amoah, R. The use of rewards to stimulate employee creativity: The mediating moderation role of job satisfaction and creative self-efficacy. International Journal of Current Science Research and Review, 04(05). (2021). https://doi.org/10.47191/ijcsrr/v4-i5-20
[40]Park, N. K., Jang, W., Thomas, E. L., & Smith, J. How to organize creative and innovative teams: creative self-efficacy and innovative team performance. Creativity Research Journal, 33(2), (2021). 168-179.
[41]Afsar, B., & Masood, M. Transformational leadership, creative self-efficacy, trust in supervisor, uncertainty avoidance, and innovative work behavior of nurses. The Journal of Applied Behavioral Science, 54(1), (2018). 36-61.
[42]Du, K., Wang, Y., Ma, X., Luo, Z., Wang, L., & Shi, B. Achievement goals and creativity: the mediating role of creative self-efficacy. Educational Psychology, 40(10), (2020). 1249-1269.
[43]Han, G.H. and Bai, Y. "Leaders can facilitate creativity: the moderating roles of leader dialectical thinking and LMX on employee creative self-efficacy and creativity", Journal of Managerial Psychology, 35(5), (2020), 405-417. https://doi.org/10.1108/JMP-02-2019-0106
[44]Sweet, S. N., Fortier, M. S., Strachan, S. M., & Blanchard, C. M. Testing and integrating self-determination theory and self-efficacy theory in a physical activity context. Canadian Psychology/Psychologie canadienne, 53(4), (2012). 319-327. https://doi.org/10.1037/a0030280
[45]Hollander, E. Inclusive leadership: The essential leader-follower relationship. Routledge. (2012).
[46]Ye, Q., Wang, D., & Li, X. Inclusive leadership and employees’ learning from errors: A moderated mediation model. Australian Journal of Management, 44(3), (2018). 462-481. https://doi.org/10.1177/0312896218805796
[47]Abbas, M., & Raja, U. Impact of psychological capital on innovative performance and job stress. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration, 32(2), (2015). 128-138. https://doi.org/10.1002/cjas.1314
[48]He, B., He, Q., & Sarfraz, M. Inclusive leadership and subordinates’ pro-social rule breaking in the workplace: Mediating role of self-efficacy and moderating role of employee relations climate. Psychology Research and Behavior Management, 14, (2021). 1691-1706. https://doi.org/10.2147/prbm.s333593
[49]Breevaart, K., Bakker, A. B., Demerouti, E., & Van den Heuvel, M. Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology, 30(7), (2015). 754-770. https://doi.org/10.1108/jmp-03-2013-0088
[50]Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. A meta-analysis of antecedents and consequences of leader-member exchange. Journal of Management, 38(6), (2011). 1715-1759. https://doi.org/10.1177/0149206311415280
[51]Kimura, T. The moderating effects of political skill and leader–member exchange on the relationship between organizational politics and affective commitment. Journal of Business Ethics, 116(3), (2012). 587-599. https://doi.org/10.1007/s10551-012-1497-x
[52]Liden, R. C., Erdogan, B., Wayne, S. J., & Sparrowe, R. T. Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance. Journal of Organizational Behavior, 27(6), (2006). 723-746. https://doi.org/10.1002/job.409
[53]Bauer, T. N., & Green, S. G. Development of leader-member exchange: A lon-gitudinal test. Academy of Management Journal, 39(6), (1996). 1538–1567. https://doi.org/10.2307/257068
[54]Hir, J. Holt, T. Ringle, Ch. Sarstad, M. Modeling of structural equations of least squares (PLS-SEM). (Translation by Azar, A, Gholamzadeh, R.). Knowledge Look Publications. Tehran. (2017).