Transformational leadership and innovative work behaviour: the mediating role of psychological empowerment

Abstract

Purpose This study aims to explore the relationship between transformational leadership and employees’ innovative work behaviour (IWB), additionally examining the mediating effect of psychological empowerment. Design/methodology/approach The study is based on a cross-sectional design, data being collected from 139 employees through the following structured questionnaires: Multifactor Leadership Questionnaire, IWB and psychological empowerment instrument. Findings The findings revealed a positive and significant relationship between transformational leadership and both IWB and psychological empowerment, as well as the fact that transformational leadership, through psychological empowerment, fosters IWB. Research limitations/implications One of the main weaknesses of this study is the use of a cross-sectional design, which does not allow for an assessment of the cause–effect relation. Also, using a self-reported questionnaire might have brought common method bias. Practical implications The paper shows that, by creating a greater sense of empowerment, leaders could have a higher positive effect on employee’s levels of IWB. Moreover, empowerment acts as one of the most important and effective processes within the transformational leadership framework in fostering innovation among followers. Originality/value This study extends the empirical research on transformational leadership and its influence on employees’ work attitudes. Given the scant research on the role of the psychological empowerment, the results of this study confirm not only its mediating role but also the need for further studies in this direction.

Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment

“…Additionally, transformational leaders influence employees' innovative behaviour through deliberate actions that stimulate idea generation and application, as well as their everyday behaviour (Do and Luu, 2020). Additionally, transformational leadership may use mediating mechanisms to encourage employee intrapreneurial behaviours in the family firm, specifically adaptive culture and psychological empowerment (Ali et al, 2020;Bose et al, 2020;Lei et al, 2020;Mansoor and Ali, 2020;Moriano et al, 2014;Shafi et al, 2020;Stanescu et al, 2020).…”

“…Additionally, recent research has highlighted the mediating role of psychological empowerment in the relationship between transformational leadership and employee organizational behaviours and organizational success (Ali et al, 2020;Bose et al, 2020;Lei et al, 2020;Mansoor and Ali, 2020). Highly transformative leadership behaviour increases employee ownership, laying the groundwork for greater cohesion and a more sustainable level of innovation capacity in family-owned businesses (Rau et al, 2019;Stanescu et al, 2020). However, in some studies, empowerment has no effect on the correlations between leadership styles and innovative behaviour (Farrukh et al, 2019).…”

The effect of transformational leadership on nonfamily international intrapreneurship behavior in family firms: the mediating role of psychological empowerment

“…In family firms, transformational leaders may use intellectual stimulation and personal concern to delegate power to subordinates, and charismatic factors and ideological influences can nurture undesirable dependencies and leaders (Fries et al , 2020; Stanescu et al , 2020). Besides, empowerment has negative effects associated with patriotism, undermining the organization and creativity of employees.…”

“…Besides, recent findings emphasized the mediating effects of psychological empowerment in relationships between transformational leadership and organizational behaviors of employees and organizational success (Ali et al, 2020;Bose et al, 2020;Lei et al, 2020;Mansoor and Ali, 2020;Stanescu et al, 2020). Highly transformative leadership behavior increases employee ownership, laying the foundation for cohesion and a higher, more sustainable level of innovation capacity in family-owned firms (Rau et al, 2019;Stanescu et al, 2020). Contrary to these results, the correlations of leadership styles and innovative behavior are not mediated by empowerment in a few studies (Farrukh et al, 2019).…”

“…Previous studies have revealed the crucial role of psychological empowerment in explaining the relationship between leadership styles and employees outcomes through mediating effect (Begum et al, 2020;Fong and Snape, 2015), moderating effect ( € Ozarallı, 2015) and as a direct determinant (Bester et al, 2015). Besides, recent findings emphasized the mediating effects of psychological empowerment in relationships between transformational leadership and organizational behaviors of employees and organizational success (Ali et al, 2020;Bose et al, 2020;Lei et al, 2020;Mansoor and Ali, 2020;Stanescu et al, 2020). Highly transformative leadership behavior increases employee ownership, laying the foundation for cohesion and a higher, more sustainable level of innovation capacity in family-owned firms (Rau et al, 2019;Stanescu et al, 2020).…”