Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country

Abstract

Inadequate and inconclusive studies of the role of transformational leadership (TL) on employee creative process engagement (CPE) and sustainable innovative work behaviour (IWB) have motivated the authors to further advance knowledge in this aspect of the workplace. In doing so, the present study seeks to extend the understanding of innovative work behaviour by the involvement of TL and its subordinates through engaging employees in the creative process. The authors adopted the deductive reasoning approach to measure the observed relationships using structural equation modelling (SEM) through SmartPLS 2, a second-generation integrated regression model for statistical measurement. The results from self-report and others’ reported questionnaires reveal that transformational leaders can engage their subordinates in the creative process and sustainable innovative outcomes by influencing employee intrinsic motivation and proactive behaviour. However, the mediating effect of CPE on TL and IWB is not supported. Lastly, the authors discuss the findings and contributions of these empirical findings in theory and practice. In addition to the potential implications of the examined results, this study also recommends directions for further research in the light of its limitations.

How Humble Leadership Influences the Innovation of Technology Standards: A Moderated Mediation Model

“…The empirical study adopts structural equation modeling (SEM) to test the hypotheses laid out previously [81][82][83][84][85]. We tested the proposed theoretical model using structural model evaluation.…”

Moderating Effects of the Timing of Reward Determination and Performance Standards between Rewards and Self-Efficacy for Sustainable Intrinsic Motivation

“…Intrinsic motivation is the product and function of psychological factors [27]. The factors that affect intrinsic motivation has been studied widely because of its importance on sustainable management [6,22,[28][29][30][31] and it has been found to have a positive effect on sustainable work behavior [32]. Therefore, in this study, we have tried to focus on intrinsic motivation for sustainable effort and performance.…”

Implementing Sustainable Human Resources Practices: Leadership Style Matters

“…To gain useful insights into this matter, we focus on three types of leadership behaviors: transformational, transactional, and laissez-faire [35,36]. Transformational leadership (TFL) suggests that transformational leaders proceed beyond exchanging inducements for the desired performance of subordinates, encouraging them to achieve above and beyond normal performance expectations [35,37,38]. Research findings show that by displaying four behavioral components (inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration), TFL becomes a source of a positive influence on multiple organizational outcomes.…”

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