Access the full text.
Sign up today, get DeepDyve free for 14 days.
The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior.Design/methodology/approachA quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates.FindingsThe results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior.Practical implicationsOrganizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment.Originality/valueThis is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.
Personnel Review – Emerald Publishing
Published: Jul 22, 2019
Keywords: Quantitative; Innovative work behaviour; Transformational leadership; Knowledge sharing; Human resource development; Leader behaviour; Job crafting
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.