The Interrelationship of Transformational Leadership and Innovative Work Behavior with the Mediating Effect of Work Autonomy

Abstract

This study evaluates the relationship between Transformational Leadership (TL) and Innovative Work Behavior (IWB), with Work Autonomy (WA) as a mediator. A questionnaire was distributed to permanent employees and their colleagues in 13 companies (manufacturing and service) across four districts of Bangladesh. The study used a convenience snowball sampling approach because the target executives were not easily accessible through formal organizational channels. Data were collected from 186 respondents. PLS-SEM was utilized for data analysis. Analyses found that TL and IWB are positively associated. Additionally, WA partially mediates the link between TL and IWB. The results have contributed valuable insights to existing theories on leadership, creativity, and autonomy. They provide empirical evidence on how leaders could adopt a specific leadership style to improve workers' creative behavior. The research used an integrated model that included assumptions related to leadership and autonomy to examine creative work behavior. The integrated model provides support for the theoretical propositions that transformational leadership and work autonomy contribute to creative work behavior. Firms and managers should cultivate an environment that promotes TL, IWB, and WA. This will motivate personnel to acquire new skills and improve individual and organizational stability and performance.