Electronic Resource
Article - The Role of Transformational Leadership in Developing Innovative Work Behaviors: The Mediating Role of Employees’ Psychological Capital Volume 15, Issue 2, Halaman 1–19 (Nomor Artikel: 1341)
Despite growing research on the significance of transformational leadership as a key
contextual factor that determines innovative behavior, recent studies have not investigated the
psychological mechanisms that link transformational leadership to employees’ innovative behavior
thoroughly. Thus, the main purpose of this study was to examine the mediating role the four
dimensions of psychological capital—self-efficacy, hope, resilience, and optimism—play in the
relationship between transformational leadership and employees’ innovative work behavior. Data
from 178 Iranian agriculture experts were collected and analyzed using structural equation modeling.
The results indicated that transformational leadership was related to employees’ innovative work
behavior directly and positively. Furthermore, the results showed that hope and self-efficacy partially
mediated the relationship. This study fills a gap in the literature by clarifying the way the dimensions
of psychological capital influence transformational leadership’s positive relationship to employees’
innovative work behavior in the public sector of developing countries. The results imply that to be
innovatively effective, organizations need to manage both employees’ contextual (transformational
leadership) and psychological (psychological capital) resources to enhance their innovative work
behavior. The theoretical and practical implications were further discussed.
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