The Role of Transformational Leadership in Developing Innovative Work Behaviors: The Mediating Role of Employees&rsquo; Psychological Capital

Saeid Karimi; Farzaneh Ahmadi Malek; Ahmad Yaghoubi Farani; Genovaitė Liobikienė

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

2023

Saeid Karimi | Farzaneh Ahmadi Malek | Ahmad Yaghoubi Farani | Genovaitė Liobikienė

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&rsquo: innovative behavior thoroughly. Thus, the main purpose of this study was to examine the mediating role the four dimensions of psychological capital&mdash:self-efficacy, hope, resilience, and optimism&mdash:play in the relationship between transformational leadership and employees&rsquo: 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&rsquo: 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&rsquo:s positive relationship to employees&rsquo: innovative work behavior in the public sector of developing countries. The results imply that to be innovatively effective, organizations need to manage both employees&rsquo: contextual (transformational leadership) and psychological (psychological capital) resources to enhance their innovative work behavior. The theoretical and practical implications were further discussed.

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