This research investigated the link between ethical leadership and innovative work behavior by examining the role of self-efficacy as a mediating factor and the sequential mediation of self-efficacy and work engagement. Using a survey approach, data were collected from 441 bank employees in the southern region of Thailand. The findings of the structural equation modeling (SEM) analysis revealed an association between ethical leadership and innovative work behavior and self-efficacy, respectively. Work engagement and innovative work behavior were both linked to self-efficacy. Work engagement was associated with innovative work behavior. According to the mediation analysis results, self-efficacy appeared to mediate the relationship between ethical leadership and innovative work behavior. Ultimately, it was shown that self-efficacy and work engagement were sequentially mediated by ethical leadership and innovative work behavior. This research provides insight into the understanding of the connection between ethical leadership and innovative work behavior. The key contributions of this research are the exploration-mediating function of self-efficacy and the sequential mediation roles of self-efficacy and work engagement.

The financial business industry has a vital role in national economic development. In Thailand, financial businesses practice innovation to develop the organisation. Weighing on this matter, this study examined the impacts of authentic leadership, psychological capital, and job crafting on the organisational innovation of Thailand’s financial business sector. Survey questionnaires were distributed to 683 private company employees for example. Multiple linear regression analyses were employed as the data analysis techniques. The findings disclosed a significantly positive relationship between authentic leadership and organisational innovation; the hypothesis was, hence, supported (β= 0.61, t = 21.49, p =.00). Besides, the results showed that psychological capital and organisational innovation had a significant positive relationship, proving the hypothesis (β = 0.73, t = 21.89, p =.00). Moreover, job crafting and organisational innovation positively and significantly impacted job crafting and organisational innovation, sustaining the hypothesis (β = 0.70, t = 21.33, p =.00). Overall, this study found the relative importance of authentic leadership, psychological capital, and job crafting enhancing organisational innovation. The findings may assist practitioners in business organisations in setting up policies, planning, and strategies. Future research may explore the impacts of multiple sectors and industries as well as add other variables influencing the organisational innovation in the prediction equation. Additional mediating and moderating mechanisms may be needed to advance the relevant knowledge.

The worldwide banking industry is currently undergoing a digital transformation. The innovative behavior of bank employees is a significant aspect of commercial banks’ future survival and development. One of the most significant resources for cultivating good employee behavior is leadership. As a response, this study examined how authentic leadership affects employees’ innovative behavior. The mediating role of cognitive crafting and hope between authentic leadership and innovative employee behavior was also investigated. Using a quantitative approach, data were collected from 610 Thai bank employees. The structural equation modeling (SEM) analysis findings revealed an association between authentic leadership and innovative employee behavior. According to the mediation analysis results, hope and cognitive crafting appeared to mediate the relationship between authentic leadership and innovative employee behavior. These findings may help develop leadership research in the field of innovation management. Thus, organizations should identify, cultivate, and support authentic leaders who can inspire innovative behavior among employees through cognitive crafting and hope.