What Drive Innovative Work Behavior among Engineers? The Role of Transformational Leadership

This paper intends to examine the relationships between Transformational Leadership, and Innovative Work Behavior among telecommunication engineers in Jordan telecommunication Industry. Its purpose is to study the effect of Transformational Leadership on engineers Innovative Work Behavior. A total of 218 questionnaires were collected from telecommunication engineers working in telecommunications organizations in Jordan. The data were analyzed using Partial Least Squares (PLS). Findings of this study found that Transformational Leadership has a positive and significant relationship with Innovative Work Behavior. These findings provide a better understanding of the Transformational Leadership style in the attainment of telecommunication engineers’ Innovative Work Behavior. Keywords: Innovative Work Behavior, Transformational Leadership, Engineers, Jordan

Peran Organizational Citizenship Behavior Dalam Memediasi Pengaruh Transformational Leadership Terhadap Innovative Work Behavior (Studi Pada Dinas Kesehatan Kota Bandung)

The government encourages innovation in local governments. The success of organizational innovation is certainly inseparable from the innovative work behavior of its employees. To improve innovative work behavior, many factors influence. The purpose of this study is to determine the role of organizational citizenship behavior that mediates the influence of transformational leadership on innovative work behavior. Sample collection is carried out by random sampling and is cross sectional. Using the Slovin formula, a sample of 83 people from a population of 847 was obtained. Based on the test results, it was found that Transformational leadership (β = 0.632; t = 5.654; p-values = 0.000), had a positive and significant effect on innovative work behavior, Transformational leadership (β = 0.734; t = 18.946; p-values = 0.000), positive and significant effect on organizational citizenship behavior, Organizational citizenship behavior (β = 0.761; t = 7.339; p-values = 0.000), positive and significant effect on innovative work behavior and Organizational citizenship behavior (β = 0.558; t = 7.746; p-values = 0.000), as mediator variables have a positive and significant effect on the causal relationship between transformational leadership with innovative work behavior. The magnitude of the model's prediction power with an R-Square score, which is 0.743 for innovative work behavior and 0.538 for organizational citizenship behavior. Thus, transformational leadership has a positive effect on innovative work behavior both directly and through organizational citizenship behavior. Keywords: Innovative Work Behavior, Organizational Citizenship Behavior, Transformational Leadershi

The Effect of Transformational Leadership and Work Motivation on Innovative Behavior

This research is entitled "The Effect of Transformational Leadership and Work Motivation towards the Innovative Behavior". This research aims to determine the direct and indirect effects of transformational leadership work motivation on innovative behavior. The research approach is a quantitative method with path analysis. The population of this research is the medical representative from 3 pharmaceutical companies, taken proportionally in the Greater Jakarta Area of each company, namely: PT. X 40 people, PT. Y 40 people and PT. Z 30 people, with an affordable population of 110 people. The sampling technique was Simple Random Sampling through Krejcie and Morgan Tables, so that a representative sample of 86 respondents was obtained. Data collection was carried out through a Likert model structured questionnaire of the independent and dependent variables. The next step is to test the validity with Pearson Product Moment test analysis and reliability test with Cronbach Alpha test. Then the data analysis is performed as a statistical test requirement, namely; error normality test with Liliefors, homogeneity test and significance and linearity regression coefficient test. Found several conclusions, as follows; first, there is a direct effect of Transformational Leadership on Work Motivation, which means that transformational leadership styles can increase work motivation; second, there is a direct effect of Transformational Leadership on Innovative Behavior, which means that transformational leadership styles can enhance innovative behavior; third, there is a direct influence of Work Motivation on Innovative Behavior, which means work motivation can enhance innovative behavior; fourth, there is an indirect effect of Transformational Leadership on Innovative Behavior through Work Motivation, which means that transformational leadership styles can indirectly enhance innovative behavior through work motivatio

Influence of Transformational Leadership and Work Engagement On Innovative Behavior

Innovative behavior, employee engagement and transformational leadership are critical variables that should be the focus of every organization’s this era of rapid technological change. This study aims to determine the effect of transformational leadership and work engagement on innovative behavior in the banking industry in Indonesia. The technique sampling is purposive sampling, so the numbers of samples are 378 people. The Data analysis technique is multiple linear regression analysis. The results show that transformational leadership and work engagement have a significant and positive effect on innovative behavior, in which work engagement as a mediating variable will to the positive influence of transformational leadership on innovative behavior. These findings suggest that it is necessary to apply transformational leadership styles and increase employee engagement to improve innovative employee behavior.DOI: 10.15408/etk.v17i2.742

The Effect of Transformational Leadership and Organizational Culture on Lecturer Performance Through Innovative Work Behavior at Catholic Universities in Surabaya

This paper aims to investigate the effect of transformational leadership and organizational culture on innovative behavior and work performance. The sample consisted of 204 lecturers from three catholic universities in Surabaya. The data were obtained from Google form and analyzed using Structural Equation Modeling (SEM) with LISREL program. The results of the study indicate that transformational leadership has a negative and significant effect on innovative work behavior, organizational culture has a positive and significant effect on innovative work behavior, innovative work behavior has a positive and significant effect on performance, transformational leadership has a negative and significant effect on performance, organizational culture has a positive effect and significant on performance, transformational leadership has a negative and insignificant effect on performance through innovative work behavior, and organizational culture has a positive and significant effect on performance through innovative work behavior. It suggests the university leaders apply appropriate leadership styles, maintain and enhance their organizational culture

Personal Innovation: The Role of Leadership dan Motivation to Learn

This study aimed to investigate the influence of transformational leadership on the innovative work behavior of employees and the mediating role of learning motivation in the relationship between transformational leadership and innovative work behavior. The questionnaire, designed as a self-reported survey, was distributed to regular employees of a manufacturing company in the automotive sector. Data was collected from 203 employees. The hypothesis is tested using structural equation modeling. Data processing uses the SEM method with SmartPLS 3.0 software. The findings indicate that transformational leadership has a positive impact on employees' innovative work behavior and motivation to learn to mediate the transformational leadership-innovative work behavior relationship. This study contributes to the existing literature by providing empirical evidence about the effect of transformational leadership on employee innovative work behavior and the impact of innovative work behavior variables. The implication is that organizations must pay attention to creating a climate that supports innovation and encourages individuals to learn new knowledge and skills, and provides employees with opportunities to use the knowledge and skills they have acquired

An analysis of the relationship between leadership style and lean expressed through respect, proactivity, and innovative work behavior

This dissertation is based on the idea that a leadership style is necessary to implement a lean culture within an organization. This research study employed a systematic literature review, from which a lean leadership model was developed. Based on the two principles of a lean organizational culture, 1. respect for people and 2. continuous improvement, three measurable variables were identified, respect, proactivity, and innovative work behavior. These three variables were connected to the lean leadership model. Leadership styles based on the full range model of leadership were used as independent variable(s). The overarching results of this study were: (1) transformational leadership drove respect, (2) management by exception (active) drove proactivity, and (3) transformational and transactional leadership drove innovative work behavior. But transformational leadership drove both, proactivity and innovative work behavior which was mediated by respect. Laissez fair leadership acts in the same way, but negatively. Also, a partial double mediation was confirmed that transformational leadership drove innovative work behavior which was mediated by respect and proactivity yet respect also drove innovative work behavior

Boosting innovative work behavior on local branded fashion: The evidence from Indonesia

This article analyzes the role of psychological empowerment as an intervening variable on the relationship between transformational leadership and employees innovative work behavior (IWB). This research used a quantitative approach with a total of 100 employees from local branded fashion businesses in Indonesia to fill out the questionnaires. The sample was taken using a non-probability sampling technique. This study adds to innovative work behavior literature by empirically testing the mediating role of psychological empowerment on transformational leadership and innovative work behavior relationship. This study resolves the research gap between transformational leadership and innovative work behavior with the concept of psychological empowerment

The Role of Transformational Leadership, and Knowledge Sharing on Innovative Work Behavior of Public Organization in the Digital Era

Purpose: This study aims to analyze the role of Transformational Leadership on Innovative Work Behavior, and Transformational Leadership on Knowledge sharing and Knowledge sharing on Innovative Work Behavior of Public Organizations in the digital era.   Design/Methodology/Approach: This research uses quantitative research methods. The dimensions of transformational leadership are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration). & The variable dimension of knowledge sharing is knowledge donating and knowlede collecting. The dimensions of innovative behavior are idea exploration, idea generation, idea championing, and idea implementation. The population in this study are senior employees of public organizations. Respondents in this study were 454 senior employees of public organizations who were determined by simple random sampling method. Data was collected through an online questionnaire using a Likert scale using a scale of 7. Data analysis in this study used Partial Least Square structural equation modeling (SEM) with the SmartPLS 3.0 software data processing tool. The stages of data analysis begin with testing the validity and reliability of the instrument, determination and finally testing the hypothesis.   Findings: Transformational leadership has a significant positive effect on behaviour Innovative, transformational leadership has a significant positive effect on knowledge sharing, knowledge sharing has no significant effect on innovative work behavior.   Practical implications: The findings of this study can be used by public organizations to attract innovative work behavior. Moreover, for academics, it can support new knowledge as well as supporting theories.   Original/Value: A significant contribution to the body of knowledge is achieved through testing and subsequent confirmation of the effects of Transformational Leadership on Innovative Work Behavior, Transformational Leadership on Knowledge sharing and Knowledge sharing on Innovative Work Behavior of Public Organizations in the digital era

Pengaruh Iklim Organisasi, Kepemimpinan Transformasional, Self Efficacy terhadap Perilaku Kerja Inovatif

Innovative work behavior is an introduced attitude, filed, applying ideas, products, processes, and procedures to the new job. An organization needs to pay attention to the factors that influence innovative work behavior. The aim of this study is to investigate the impact of organizational climate, transformational leadership, and self efficacy on innovative work behavior of PT. Serasi Autoraya Denpasar Branch employees. The number of respondent is 34 employees determinated through non probability sampling method, saturated sampling specially. Data is collected through interviews and questionnaires. The analysis technique used is multiple linear regression. The results show that organizational climate, transformational leadership, and self efficacy have positive effect on employee innovative work behavior. This shows that the better the perceived organizational climate , the stronger transformational leadership, and the higher self efficacy of employees will increase innovative work behavior of employees