A Model for Improving Employee Innovative Behavior Through Transformational Leadership, Work Engagement, and Knowledge Sharing Behavior

Eko Ahadyat, Olivia Fachrunnisa

Abstract


The right type of leadership is needed for an organization to achieve desired results. In relation to the rapid changes that occur, the leadership in question needs to be able to influence human resources in practicing innovative behaviors. Developing this innovative behavior is one effective way for organizations to be able to overcome problems caused by existing changes. This behavior will be strongly supported by the capacity of human resources and the culture of innovation and knowledge sharing in the organization. This research is explanatory research. Explanatory research aims to analyze the influence between determining variables and test the formulated hypotheses. Although it contains descriptive elements, the main focus lies in exploring the relationships between variables. In this study, the variables studied include Transformational Leadership, Work Engagement, Knowledge Sharing Behavior, and Innovation Behavior. Transformational Leadership has a positive effect on work engagement. Transformational leaders are able to help create a positive work climate by motivating workers to be more committed and enthusiastic in their tasks. Transformational Leadership has a positive effect on Knowledge Sharing Behavior.

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References


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