The role of creative self-efficacy, transformational leadership, and digital literacy in supporting performance through innovative work behavior: Evidence from telecommunications industry

Abstract

In the current technology shifting era, technology plays an essential function that determines the continuity of the industry. The current technology advancements empower companies to produce creativity and innovation to serve customer needs and expectation. To deliver this challenge, it requires the continuous breakthrough and innovation. To create organization innovation, employee plays the main key, as the main source and the executor of innovation. The organizational environment in knowledge-based industries, especially in the telecommunication industry, it is very dynamic and work activities tend to involve non-standard tasks and complicated non-routines. Routines carried out by organizations may not be able to respond quickly to rapid technological changes, or often experience technical problems that require fast and creative solutions. This study, focused on the innovative work behavior on employee perspective (creative self-efficacy and transformational leadership) and tested the digital literacy role on moderating the relationship between innovative work and employee performance. This study was made based on the survey conducted at various telecommunication companies across Indonesia comprising of 235 participants with managerial level and above. Structural equation modeling (LISREL) was used for data analysis in this quantitative research. The result proved that there was a positive and significant relationship between creative self-efficacy, transformational leadership and innovative work behavior, innovative work behavior was positively related to performance, digital literacy gave significant moderating influences on the relationship between innovative work behavior and performance.

Examining various variables related to authentic learning self-efficacy of university students in educational online social networks: Creative self-efficacy, rational experiential thinking, and cognitive flexibility

“…Chiang et al (2014) emphasizes that individuals with high CSE tend to be sensitive to positive stimuli and set goals. Similar results were obtained by Santoso et al (2019) and the relationship of CSE with creative and transformational leadership, digital literacy was examined. Therefore, the findings of this study do not coincide with the results in the literature.…”

Relationship between transformational leadership, proactive personality, creative self-efficacy and employee creativity at food processing SMEs in Indonesia

“…Several studies have suggested that the style adopted by a leader plays an important role in enhancing contextual factors that drive creativity-related work outcomes (Shalley and Gilson, 2004;Amabile et al, 2005;Alameri et al, 2019;Royston and Reiter-Palmon, 2019;Santoso et al, 2019). Therefore, it is possible for transformational leaders to spark creative and independent thinking skills in employees by promoting their CSE (Gumusluoglu and Ilsev, 2009;Khalili, 2016;Le et al, 2018).…”

Pengaruh Kepemimpinan Transformasional, Transaksional,dan Authentic Terhadap Perilaku Inovatif Dengan Budaya Organisasi Sebagai Variabel Mediasi Pada Karyawan Bank BPR Di Kota Batam

“…Dengan perkembangan zaman, penelitian studi menunjukan luasnya teori inovatif, terutama di tingkat individu atau tingkat karyawan dari faktor perspektif manusia. Literatur terkini tentang inovasi difokuskan pada eksplorasi bagaimana perilaku pemimpin dan gaya, atau dampak keterampilan manajemen dapat mempengaruhi perilaku kerja inovatif anggota (Santoso et al, 2019). Bank Perkreditan Rakyat (BPR) merupakan bank yang melaksanakan kegiatan usaha secara konvensional dan didasarkan prinsip syariah yang kegiatannya tidak melibatkan jasa dalam lalu lintas pembayaran.…”

“…Pada pengujian hipotesa ini, didapatkan bahwa pada nilai T statistic 7.217 dan P-value 0.000 yang menunjukkan bahwa terdapat pengaruh positif antara transformational leadership dengan innovative behavior. Pengujian tersebut didukung oleh penelitian (Widodo & Mawarto, 2020), (Li et al, 2018), (Afsar & Umrani, 2019), (Torres et al, 2017), (Margana et al, 2019, (Santoso et al, 2019) (A. M. Khan et al, 2019) menjelaskan bahwasannya gaya kepemimpinan transformasional mempengaruhi perilaku organisasi, memberikan dukungan motivasi yang dalam menginspirasi karyawannya untuk mencapai etos kerja yang tinggi yang memberikan dampak positif pada perilaku inovatif. inovatif karyawan dalam perusahaan yang mana gaya pembawaanya untuk inovasi.…”