Transformational Leadership and Innovative Work Behaviors: The Mediating Effects of Psychological Empowerment and Work Engagement

Abstract

This study aims to explore, from a follower-centered perspective, the mechanism by which transformational leadership (TL) impacts employees’ innovative work behavior (IWB) in organizations, and is mediated by psychological empowerment and work engagement. A quantitative approach was employed, utilizing data collected via a survey administered in Vietnam from a sample of 390 voluntary and anonymous respondents obtained through purposive and snowball sampling methods. A parallel multiple mediation model was tested using partial least squares structural equation modeling (PLS-SEM) analysis and bootstrapping estimation. The results indicate that TL positively affects IWB, and psychological empowerment mediates the relationship between these constructs. However, the mediating role of employees’ work engagement was not supported. The findings of this study suggest that organizations can enhance employees’ IWB by selecting, training, and developing leaders with TL styles to promote employees’ competence, motivation, relatedness, and autonomy.