Leadership and innovative work behaviour within Ghanaian metropolitan assemblies: mediating role of resource supply

Abstract

PurposeThis study explores the role of transformational leadership, transactional leadership and resource supply in enhancing innovative work behaviour using the mediation model.Design/methodology/approachSurvey data was gathered from 314 local government staff from the six metropolitan assemblies in Ghana. Structural equation modelling was used for the analysis.FindingsThe results suggest that transformational and transactional leadership behaviours provided an impetus for innovative behaviours. Also, resource supply was found to mediate the relationship between transformational leadership behaviours and innovative work behaviour.Practical implicationsPublic managers can improve the innovative behaviour of public servants by providing resources for innovation, setting up proper reward structures, communicating vision clearly and clarifying performance expectations.Originality/valueThis is the first study to investigate innovative work behaviour within the Ghanaian local government sector and the context of a developing country in Africa. The study extends the literature on innovative work behaviour by exploring the role of leadership and resource supply.

Innovative work behavior in public organizations: A systematic literature review

“…Factors that directly influence IWB are leadership which includes transformational leadership [ 19 , 40 , 70 , 71 ], Leadership member exchange [ 64 ], ethical leadership [ 37 ], as well as Organizational citizenship behavior also have a positive effect on IWB. Organizational culture can be a factor that directly affects IWB in a positive way [ 29 , 72 ].…”

Relational leadership and employee creativity: the role of knowledge-sharing behaviour and leader–follower dyadic tenure

“…Relational leadership and employee creativity Relational leadership improves employee creativity because it embraces inclusiveness (Amabile and Pratt, 2016;Baafi et al, 2021;Javed et al, 2017). From the viewpoint of social exchange theory, leaders that promote inclusiveness have a tendency to enhance employee creativity by being accessible and available to assist employees.…”

Does Organizational Culture Moderate The Relationship Between Leadership And Innovative Work Behaviour?

“…Therefore, it has been found that if extrinsic rewards are associated with innovative work behaviours, it will also lead to innovative efforts in transactional leadership. (Hansen & Pihl-Thingvad, 2018;Baafi et al 2021;Udin et al 2022). Hence, we propose our second sub-hypothesis as;…”

“…Transactional leadership also has a positive effect, and it can be stated that it promotes innovative business behaviour by associating the rewards of increased competition with innovation (Reuvers et al 2008;Hansen & Pihl-Thingvad, 2018;Li et al 2019;Baafi et al 2021;Udin et al 2022). Specifically, adhocracy culture, clan culture, market culture and hierarchy culture moderates the positive relationships between transformational leadership and innovative work behaviour and this relationship is getting stronger when the level of those cultures are higher.…”