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The Role of Transformational Leadership in Developing Innovative Work Behaviors: The Mediating Role of Employees’ Psychological Capital

Author

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  • Saeid Karimi

    (Department of Agricultural Extension and Education, Bu-Ali Sina University, Hamedan 6517833131, Iran)

  • Farzaneh Ahmadi Malek

    (Department of Agricultural Extension and Education, Bu-Ali Sina University, Hamedan 6517833131, Iran)

  • Ahmad Yaghoubi Farani

    (Department of Agricultural Extension and Education, Bu-Ali Sina University, Hamedan 6517833131, Iran)

  • Genovaitė Liobikienė

    (Department of Applied Economics, Finance and Accounting, Vytautas Magnus University Agriculture Academy, 53361 Akademija, Lithuania)

Abstract

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.

Suggested Citation

  • Saeid Karimi & Farzaneh Ahmadi Malek & Ahmad Yaghoubi Farani & Genovaitė Liobikienė, 2023. "The Role of Transformational Leadership in Developing Innovative Work Behaviors: The Mediating Role of Employees’ Psychological Capital," Sustainability, MDPI, vol. 15(2), pages 1-21, January.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:2:p:1267-:d:1030272
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    References listed on IDEAS

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    Cited by:

    1. Tae-Soo Ha & Kuk-Kyoung Moon, 2023. "Distributive Justice, Goal Clarity, and Organizational Citizenship Behavior: The Moderating Role of Transactional and Transformational Leadership," Sustainability, MDPI, vol. 15(9), pages 1-20, April.
    2. Yinan Shan & Tachia Chin & Nomagugu Mutsvene, 2023. "The Varying Effects of Four Components of Employee Psychological Capital on Sustainable-Business-Model Innovation in the New Normal," Sustainability, MDPI, vol. 15(15), pages 1-14, July.
    3. Liao Dongxian & Hira Batool, 2024. "Influence of distributed leadership on employee innovative behaviour: the mediating role of psychological empowerment," Journal of Innovation and Entrepreneurship, Springer, vol. 13(1), pages 1-21, December.

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