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Transformational leadership with innovative behaviour: examining multiple mediating paths with PLS-SEM


Amankwaa, A and Gyensare, MA and Susomrith, P, Transformational leadership with innovative behaviour: examining multiple mediating paths with PLS-SEM, Leadership and Organization Development Journal, 40, (4) pp. 402-420. ISSN 0143-7739 (2019) [Refereed Article]

Copyright Statement

Copyright 2019 Emerald Publishing Limited

DOI: doi:10.1108/LODJ-10-2018-0358


Purpose: The purpose of this paper is to examine simultaneously multiple mediating mechanisms through which transformational leadership affects innovative work behaviour (IWB). Specifically, the authors test job autonomy, affective commitment and supportive management as the three mediating paths through which transformational leadership predicts innovative wok behaviour.

Design/methodology/approach: Data were collected from 358 employees working in large retail banks in Accra, the capital of Ghana. A partial least squares structural equation modelling technique was used to estimate the measurement and structural models.

Findings: Job autonomy and supportive management rather than affective commitment mediated the relationship between transformational leadership and IWB. In addition, transformational leadership positively relates to job autonomy, affective commitment, supportive management and IWB.

Practical implications: By adopting leadership behaviours that seek to offer employees freedom on the job, a feeling of attachment to the organisation and positive perception of leadership support, managers and HR professionals can potentially foster employee innovation. This could stimulate organisational innovation and business success in the financial sector.

Originality/value: Although it is important to understand the mechanisms or processes through which transformational leadership behaviour promotes IWB, research in this area is scanty and scarce. This study theorises and empirically examines job autonomy and support management as novel mechanisms through which transformational leadership behaviour translates into workers’ innovative behaviour in formal banking institutions.

Item Details

Item Type:Refereed Article
Keywords:transformational leadership, job autonomy, affective commitment, innovative work behaviour, supportive management, employee innovation, human capital development
Research Division:Commerce, Management, Tourism and Services
Research Group:Strategy, management and organisational behaviour
Research Field:Innovation management
Objective Division:Expanding Knowledge
Objective Group:Expanding knowledge
Objective Field:Expanding knowledge in commerce, management, tourism and services
UTAS Author:Amankwaa, A (Dr Albert Amankwaa)
ID Code:149197
Year Published:2019
Web of Science® Times Cited:30
Deposited By:Management
Deposited On:2022-03-16
Last Modified:2022-08-29

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