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Empowering leadership and employee innovative behaviour

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  • Roopal Shrivastava
  • Dastan Nasim

Abstract

In today's competitive landscape, employees must embody traits like creativity, innovation, and a willingness to share knowledge to propel their firms toward success amid fierce business rivalry. A research endeavour was undertaken to delve into the impact of empowering leadership, work engagement, and knowledge sharing on employee innovation within organisations. Additionally, it sought to uncover how empowering leadership and work engagement influence employees' propensity to share knowledge. This study collected data from 151 participants employed at two prominent companies in the Iraqi Kurdistan Region, namely Asia Cell and Qaiwan Companies. The gathered information underwent thorough analysis utilising SPSS software, employing regression and correlation tests to derive meaningful insights. The study's outcomes highlighted the positive correlation between empowering leadership and knowledge sharing, both of which significantly bolstered employees' innovative behaviour within organisations. Surprisingly, work engagement did not exhibit a substantial impact on innovative behaviour. Conversely, the research revealed that employees' level of work engagement notably affected their inclination to share knowledge. However, contrary to initial expectations, empowering leadership did not exhibit a tangible effect on employees' knowledge-sharing behaviour within organisations and firms.

Suggested Citation

  • Roopal Shrivastava & Dastan Nasim, 2026. "Empowering leadership and employee innovative behaviour," International Journal of Management Practice, Inderscience Enterprises Ltd, vol. 19(4), pages 361-385.
    • Handle: RePEc:ids:ijmpra:v:19:y:2026:i:4:p:361-385
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