Green talent management and employees’ innovative work behavior: the roles of artificial intelligence and transformational leadership

This study aims to investigate the impact of two main factors, namely Transformational Leadership (X1) and Information Technology (X2), on the Innovation Climate (Y1) and Innovative Work Behavior (Y2) in the organizational environment.Quantitative methods were used in this study, with the Partial Least Squares Structural Equation Modeling (PLS-SEM) version 4 analysis tool, to analyze the relationship between the proposed variables.Data is collected through a survey of employees from various backgrounds and levels within the organization.This study proposes five hypotheses, tested through data analysis using the PLS-SEM approach.The trial was carried out twice to ensure the stability and consistency of the results.The results of the study show that Transformational Leadership has a significant positive effect on the Innovation Climate in organizations.In addition, Information Technology also has a strong positive impact on the Innovation Climate.These results indicate that leaders who apply a transformational leadership style and utilize information technology can encourage a positive culture of innovation within the organization.Furthermore, this study reveals that the Innovation Climate has a significant favorable influence on Innovative Work Behavior.This suggests that employees are more likely to engage in innovative work behaviors when organizations create an environment that supports innovation.The results of this study have important practical implications for organizational management.Applying transformational leadership and investment in information technology can be a strategy to enhance a culture of innovation and innovative work behavior in the workplace.In addition, these findings can form the basis for more in-depth follow-up research on other factors that influence organizational innovation.

In today’s rapidly evolving business environment, organizations must foster innovation to maintain competitiveness and sustainability. Employee innovative work behavior plays a crucial role in driving organizational success, yet the factors that influence it remain underexplored. This study examines the impact of green talent management on innovative work behavior, with transformational leadership as a mediating factor. This study adopts a quantitative research approach, using a descriptive and causal research design to collect data from 217 employees in banking sector in Nepal, through a structured questionnaire. The findings indicate that green soft talent management enhances transformational leadership, which in turn fosters innovative work behavior, highlighting the critical role of leadership in promoting innovation. However, green hard talent management does not directly influence transformational leadership or innovative work behavior, and green soft talent management alone does not sufficiently drive innovation without leadership support. Transformational leadership fully mediates the relationship between green soft talent management and innovative work behavior, emphasizing its importance in translating sustainability-driven human resource management practices into employee innovation. This study contributes to social exchange theory, social identity theory, and transformational leadership theory by demonstrating how leadership strengthens the impact of sustainability-focused human resource management on innovation. The findings highlight the importance of transformational leadership in fostering an innovative workforce and ensuring long-term organizational sustainability.

This study examines the role of transformational leadership in promoting an innovative work environment and work behavior in the rural bank Industry. The research was conducted at Bank UMKM, a company that holds a significant market share in the region's rural bank industry. A survey was conducted with 671 employees across the company's branches. The findings reveal that all hypotheses, except Hypothesis 1, were accepted. Transformational leadership positively affects employee creativity, indirectly influencing innovation work behavior. Additionally, the relationship between transformational leadership and innovative work behavior is strengthened by the presence of trust in supervisors. Although transformational leadership did not have a direct impact on innovative work behavior, the research highlights the significance of cultivating an inventive work environment and the influence of trust in supervisors in encouraging innovation within the rural bank business.

Despite growing research on the significance of transformational leadership as a key contextual factor that determines innovative behavior, recent studies have not investigated the psychological mechanisms that link transformational leadership to employees’ innovative behavior thoroughly. Thus, the main purpose of this study was to examine the mediating role the four dimensions of psychological capital—self-efficacy, hope, resilience, and optimism—play in the relationship between transformational leadership and employees’ innovative work behavior. Data from 178 Iranian agriculture experts were collected and analyzed using structural equation modeling. The results indicated that transformational leadership was related to employees’ innovative work behavior directly and positively. Furthermore, the results showed that hope and self-efficacy partially mediated the relationship. This study fills a gap in the literature by clarifying the way the dimensions of psychological capital influence transformational leadership’s positive relationship to employees’ innovative work behavior in the public sector of developing countries. The results imply that to be innovatively effective, organizations need to manage both employees’ contextual (transformational leadership) and psychological (psychological capital) resources to enhance their innovative work behavior. The theoretical and practical implications were further discussed.

Purpose: There has been no previous research on innovative work behavior in SMEs, the variables of Transformational Leadership and Knowledge Sharing. This study aims to analyze Knowledge sharing on innovative work behavior and Transformational Leadership on innovative work behavior in SMEs Design/methodology/approach: This research uses quantitative research methods. The dimensions of transformational leadership are ideal influence, inspirational motivation, intellectual stimulation, and individual consideration. The dimensions of innovative behavior are exploring ideas, creating ideas, fighting for ideas, and implementing ideas. The population in this study are SMEs managers. Respondents in this study were 640 SMEs managers who were determined by simple random sampling method. Data collection was carried out through an online questionnaire using a Likert scale using a scale of 7. Data analysis in this study used the Partial Least Square structural equation model (SEM) with SmartPLS 3.0 data processing software. The stages of data analysis begin with testing the validity and reliability of the instrument, determining and finally testing the hypothesis. Findings: The variable Knowledge sharing has a positive and significant effect on the innovative work behavior variable, the transformational leadership variable has a positive and significant effect on the innovative work behavior variable. Practical implications: The findings of this research can be used by SMEs managers to implement knowledge sharing and transformational leadership, to encourage increased innovative work behavior in SMEs, as well as for academics to support new knowledge and support theory.. Authenticity/value: The novelty of this research is the relationship model of Innovative Work Behavior with transformational Leadership and knowledge sharing in the digital era which has not existed in previous studies.

This study aims to analyze the role of transformational leadership, knowledge sharing, and work engagement on innovative work behavior in Jasa Marga Group Employees. The data in this study were collected from a sample of 320 (three hundred and twenty) employee respondents from the head office and branch offices. This type of research is quantitative research with cross-sectional data collection techniques, as well as purposive sampling techniques and data collection is done by distributing questionnaires and literature studies. The method model used in this research is simple regression analysis using SPSS version 27. The results showed that transformational leadership, knowledge sharing, and work engagement have a positive influence on innovative work behavior. The results of this study are expected to provide input for company management to motivate employees to increase the role of transformational leadership, knowledge sharing and work engagement in increasing the role of innovative work behavior and provide support in the form of appreciation for employees who have initiated innovation and provide loyalty for the benefit of achieving company goals. Keywords: transformational leadership; knowledge sharing; work engagement; innovative work behavior. Penelitian ini bertujuan untuk menganalisis peran Transformational Leadership, Knowledge Sharing, dan Work Engagement terhadap Innovative Work Behavior pada karyawan Jasa Marga Grup. Data pada penelitian ini dikumpulkan dari sampel berjumlah 320 (tiga ratus dua puluh) responden karyawan dari kantor pusat dan kantor cabang. Jenis penelitian ini adalah penelitian kuantitatif dengan teknik pengambilan data secara cross-sectional, serta teknik pengambilan sampel secara purposive sampling dan pengumpulan data dilakukan dengan melakukan penyebaraan kuesioner dan studi pustaka. Model metode yang digunakan dalam penelitian ini adalah analisis regresi sederhana dengan menggunakan SPSS versi 27. Hasil penelitian menunjukan bahwa transformational leadership, knowledge sharing dan work engagement memiliki pengaruh positif terhadap innovative work behavior. Hasil penelitian ini diharapkan dapat memberikan masukan bagi manajemen perusahaan untuk memotivasi karyawan dalam meningkatkan peran transformational leadership, knowledge sharing dan work engagement dalam meningkatkan peran innovative work behavior, serta memberikan dukungan berupa apresiasi terhadap karyawan yang telah menggagaskan inovasi, dan memberikan loyalitasnya untuk kepentingan dalam mencapai tujuan perusahaan. Kata kunci : transformational leadership; knowledge sharing; work engagement; innovative work behavior.

PurposeThe purpose of this paper is to investigate the effect of transformational leadership on employee’s innovative work behavior, and the mediating role of motivation to learn, and the moderating role of task complexity and innovation climate on the link between transformational leadership and innovative work behavior.Design/methodology/approachA questionnaire, designed as a self-reported survey, was distributed to full-time employees and their respective supervisors working in 35 firms (services and manufacturing sectors) in Pakistan. Data were collected from 338 employee–supervisor dyads. The hypotheses were tested using structural equation modeling.FindingsResults showed that transformational leadership had a positive impact on employees’ innovative work behavior and motivation to learn mediated transformational leadership–innovative work behavior link. The study further showed that task complexity and innovation climate moderated the relationship between transformational leadership and employees’ innovative work behavior.Research limitations/implicationsBased on the premises of interactionist perspectives on individual innovation, this study integrated multi-level variables to investigate leaders’ influences on followers’ innovative work behavior. This study contributed to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ innovative work behavior as well as the impact of both individual and organizational level variables.Practical implicationsThe close connection among transformational leadership, motivation to learn and innovative work behavior suggests that transformational leadership traits among managers are important to enhance employees’ innovative work behavior. Organizations should pay attention to creating a climate that is supportive of innovation and encourage individuals to learn new knowledge and skills, and provide employees with opportunities to use their acquired knowledge and skills.Originality/valueThis paper contributed to leadership and innovation literatures and provided insights into how the practitioners could use an appropriate leadership style to enhance innovative work behavior among employees. The study adopted a distinct model comprising five variables to investigate innovative work behavior from a multi-level perspective, i.e., motivation to learn and innovative work behavior at the individual level, task complexity at the unit level and innovation climate and leadership at the organizational level. This integrated model of using predictors from multiple levels supported the theoretical assumptions that innovative work behavior resulted from the interaction of individual, group and organizational level factors.

For the past twenty years, researchers have concentrated on project success. Concern over the elements that affect project success is on the rise. The study's specific goal was to ascertain how innovative work behaviours and knowledge-sharing behaviours of subordinates played a mediating role in the relationship between transformational leadership and project success. A post-positivist strategy is used in this cross-sectional analysis of theoretical models. Between January and June 2022, information was gathered through purposeful sampling from 60 small and medium-sized firms. The firms that were contacted range widely in size, industry, and speciality. This study distributed 550 questionnaires comprised of 4 scales to 120 organizations; 375 were returned, out of which 350 were valid. The findings demonstrate that transformative leadership is significantly associated with project success. In addition, knowledge sharing and innovative subordinate work behaviour considerably mediate this relationship. This study stressed that transformational leaders may encourage their people by maintaining team communication and cohesion regardless of the circumstances. In addition, education and training in soft skills enhance subordinates' knowledge sharing and innovative work behaviour, and their combination with transformational leadership is a more effective predictor of project success. Future research can use longitudinal analysis by examining other potential variables in different economies and communities. Through the lens of social exchange theory, the findings of this study make a novel addition by elucidating the limited understanding of the effect of transformational leadership on project success as mediated by knowledge sharing and innovative work behaviour.

This research investigates the impact of transformational leadership (TL) on innovative work behavior (IWB) through the mediating role of organizational resilience (OR) within the Egyptian banking sector. A survey approach was adopted by distributing a standardized instrument to 318 employees in public and private banking branches across Greater Cairo, Egypt, with the data analyzed using structural equation modeling (SEM). The findings suggest that the TL approach adopted by managers significantly promotes employees' IWB. Organizational resilience was identified as a partial mediator in the relationship between TL and employees' IWB. Furthermore, our analysis indicated a positive correlation between the TL approach and OR, which positively contributes to employees' IWB. This study is the first to explore OR as a mediator relating TL to IWB within the Egyptian banking sector. The practical implications of this study indicate the capacity possessed by transformational leaders to improve their employees' innovative behaviors by bolstering OR among them.

This study aims to analyze and examine the effect of Transformational Leadership on Innovative Work Behavior with Employee Engagement as a mediating variable in the electrical industry in Indonesia. This study uses a quantitative approach with an explanatory design. Data were collected from 275 employees at four transformer manufacturing companies located in Bekasi, Bogor, Tangerang, and Surabaya. Data analysis was performed using Structural Equation Modeling (SEM) with the help of AMOS 23 software. The results indicate that Transformational Leadership has a positive and significant effect on both Innovative Work Behavior (β = 0.357) and Employee Engagement (β = 0.468). Moreover, Employee Engagement positively influences Innovative Work Behavior (β = 0.374). The study also reveals a significant indirect effect of Transformational Leadership on Innovative Work Behavior through Employee Engagement (β = 0.175), confirming the mediating role of engagement in the proposed model. Transformational Leadership has been shown to play a pivotal role in enhancing employee engagement and fostering innovative behavior within the electricity sector. These findings offer strategic insights for organizational leaders to strengthen human resource capabilities and drive the transition toward a green industry, aligned with sustainability goals and energy efficiency initiatives. This study offers an original contribution by providing empirical evidence from Indonesia’s electricity sector a strategic industry in the national energy transition that has been rarely explored from the perspectives of innovative behavior and transformational leadership. It integrates the concepts of leadership, employee engagement, and innovation into a comprehensive framework that can serve as a valuable reference for future research and human resource management practices in the era of green industry transformation. Theoretically, this study expands the understanding of the mediating role of Employee Engagement in the relationship between Transformational Leadership and Innovative Work Behavior, particularly in the context of a sustainability-oriented electricity industry. Practically, this research provides insights for organizations to design leadership policies that can foster a culture of innovation and increase employee engagement to support the achievement of the 2060 Net Zero Emissions target.

This study delves into the intricate relationship between transformational leadership and innovative work behavior (IWB) on employee performance within the context of a public transportation company. Given the challenges faced by public transportation companies in improving employee performance quality, this study examines both direct and indirect effects mediated by IWB. Utilizing a purposive sampling technique and questionnaires, data were collected from a total of 303 individuals as respondents who are employed by the company. Structural Equation Modeling with Partial Least Squares (SEM-PLS) was employed to analyze the research model. Contrary to expectations, the direct effect analysis reveals that IWB does not significantly influence employee performance. However, transformational leadership was found to positively affect both IWB and employee performance, albeit not affecting employee performance when mediated by IWB. The results indicate that while routine work processes may not always demand innovation, and the enhancement of employee quality is contingent upon transformational leadership. The study advocates for the optimization of transformational leadership within organizations to bolster employee performance. Furthermore, it posits that IWB can be integrated as part of employee performance through the effective implementation of transformational leadership. The suitability of transformational leadership for public transportation companies is underscored, as it is vital for ensuring customer satisfaction and comfort, as well as maintaining the essential triad of excellent service and high transportation quality.

BackgroundIncreasing quality and efficiency in health services can directly relate to nurses’ innovative work behaviors. The happiness levels of nurses at the workplace can positively affect their innovative work behaviors and their willingness to make a positive difference in patient care. In this context, the study aims to examine the serial mediation role of these factors by associating the effect of nurse happiness on innovative work behaviors with transformational leadership and perception of artificial intelligence use.MethodsNurses working in two medium-sized public hospitals in the Eastern Black Sea region of Turkey were selected as the study sample. Data were collected from 458 nurses by convenience sampling method. In this cross-sectional study, scales whose validity and reliability were supported by other studies were used.ResultsWhen the findings of the study were evaluated, a significant positive relationship was found between nurses’ happiness and innovative work behavior. In addition, it was found that transformational leadership and perception of AI usage had a mediating role separately in the relationship between nurses’ happiness and innovative work behavior. Finally, when the research model was tested, it was also determined that transformational leadership and perception of AI use have a serial mediating role in the relationship between nurses’ happiness and innovative work behavior.ConclusionsThis study revealed that nurse happiness has a significant and positive effect on innovative work behaviors, and transformational leadership and perception of artificial intelligence use have a serial mediating role in this relationship. Ultimately, this research offers some theoretical and practical implications for practitioners by emphasizing the strategic importance of transformational leadership practices and the integration of artificial intelligence technologies, as well as increasing the happiness levels of nurses to promote innovation in healthcare services.

Background: Innovative work behavior is crucial in enhancing governmental organizations' efforts to community services. Innovation among employees could be enhanced by transformational leadership that fosters a sense of meaningful work. However, the effectiveness may be moderated by the power distance culture within the organization.Purpose: This study explores the relationship of transformational leadership and innovative work behavior through mediator and moderator mechanisms.Method: 125 civil servants at government organizations X and Y in Indonesia participated by completing Innovative Work Behavior Scale (α = .96), Multifactor Leadership Questionnaire (α = .96), The Work and Meaning Inventory (α = .86), and the Power Distance Scale (α = .84) distributed online. Moderated mediation effects were analyzed using PROCESS.Findings: Analysis showed that transformational leadership was not related to innovative work behavior, but meaningful work was found to mediate the influence of transformational leadership on innovative work behavior (β = 0.217, SE = 0.079, 95% CI [0.069, 0.382]). However, power distance culture did not moderate these relationships directly or indirectly.Implication: This study provides empirical evidence regarding the role of transformational leadership on employee innovative work behavior and the role of individual and group-level variables. The findings also underscore the importance of meaningful work design to improve employee innovative work behavior.

This study aims to determine the effect of transformational leadership and job satisfaction as mediators on teachers' innovative work behavior. By using a quantitative approach, 212 teachers from senior high schools and vocational high schools in three suburbs of Bandung City, Indonesia, were involved in this study. The research model in this study was tested using PLS-SEM assisted by SmartPLS 3.2.9 for Windows software. The results indicate that transformational leadership has a positive and significant effect on innovative work behavior. Job satisfaction also played a significant role in mediating the relationship between transformational leadership and innovative work behavior. The findings also demonstrate that job satisfaction has a significant effect on innovative work behavior. Finally, this study proved that leadership is an indispensable factor in promoting innovative work behavior. These findings provide practical and theoretical contributions regarding the role of leadership in fostering a culture that values and pushes for innovation in the workplace.

Globalization and changes in technology forced enterprises to adopt contemporary management approaches in order to gain a sustainable competitive edge. To this end, human resources gained a great interest as a managerial tool to sustain that advantage. While managers are expected to display appropriate leadership style and to create a suitable climate, employees are anticipated to display adaptive performance and innovative work behaviors. This study, therefore, aims at investigating the relationship among key variables for human capital management in terms of innovative practices. A survey is carried out with 254 employees in hospitality business in Turkish Republic of Northern Cyprus and it is concluded that ethical climate perception has a positive effect on innovative work behavior. Furthermore, a mediation role of servant leadership on the relationship between ethical climate perception and innovative work behavior is observed.