ArticleFrontiers in psychology2026
Perceived pay equity as a pathway from empowering leadership to innovation: the contingent role of psychological safety.
Article in Frontiers in psychology, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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Abstract
This study examines the impact of empowering leadership on employee innovation, with perceived pay equity as a key mediating mechanism. Drawing on data from a behavioral experiment and a survey, the results indicate that perceived pay equity significantly mediates the relationship between empowering leadership and innovation. Furthermore, moderated mediation analysis reveals that psychological safety moderates this relationship, such that the effect of empowering leadership is stronger among employees with lower levels of psychological safety. This finding suggests that psychologically less safe employees are more sensitive to leadership behaviors, highlighting the importance of fostering a supportive work environment alongside empowering leadership. Overall, this study contributes to the literature on leadership and innovation and offers practical implications for managers in organizations.
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