Innovative Work Behaviour as a Mediator Between Transformational Leadership and Employee Retention

Abstract

Work behaviour that brings about innovation is making use of one's creativity for solving newly emanating problems and it emphasizes on creativity and innovation for developing new ideas, products, services or strategies. A transformational leader supports their subordinates to reveal their innovative and creative thinking and it acts as a promoter of innovative work behaviour among the employees. As a result of transformational leadership and innovative work behaviour, employees' do not feel to leave the organization and wish to stay in the organization for a longer period of time. With the help of transformational leadership and resulting innovative work be-haviour evolving out of that, employees do not feel like leaving the organization. Thus, innovative work behaviour acts a bridge between the transformational leadership and retention of employees. The main purpose of this study is to investigate how innovative work behaviour plays a mediating role between transformational leadership and retaining the employees. For the study, review method was used and under the process of review academic and research papers were identified and reviewed. This review method aimed at strengthening the existing literature. The study results demonstrated that transformational leadership plays a vital role for bringing out employees' innovativeness and eventually retain the employees in the organization for a longer period of time.

Unlocking Employee Innovative Behaviour: Exploring the Power of Transformational Leadership and Tacit Knowledge Sharing Among Indonesian White-Collar Workers

“…It implies that There is a strong and statistically significant relationship between Transformational Leadership (TL) and Innovative Work Behaviour (IWB). The results align with prior research that emphasises the significant influence of transformational leadership on innovative work (Estherita & Vasantha, 2023;Eyamba et al, 2020;Işık et al, 2021;Mayastinasari & Suseno, 2023;Rehmani et al, 2023;Wahyuningtias & Nugroho, 2023).…”