Abstract
In today’s globalized business world where innovation is considered the source of competition, companies develop various strategies to positively influence the behavior of employees, who are the essential factor that achieves innovation. These strategies are built on antecedents, which have a positive effect on employees’ innovative behavior. In this study, a model is proposed to reveal the antecedents of the employees’ innovative behavior. It is aimed to measure the effect of empowering leadership, psychological empowerment, and affective commitment on employees’ innovative behavior, based on the assumption that there is more than one driving force that can affect the employees’ innovative behavior. Besides, it is aimed to empirically investigate the mediating role of psychological empowerment and the moderator role of affective commitment in the relationship between empowering leadership and employees’ innovative behavior. The data were collected from 234 white-collar workers of a ready-made clothing company operating in Istanbul. According to the research results; empowering leadership, psychological empowerment, and affective commitment have a positive impact on the employees’ innovative behavior. However, psychological empowerment mediates, and affective commitment moderates between empowering leadership and employees’ innovative behavior.
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