Unpacking the Transformational Leadership-Innovative Work Behavior Relationship: The Mediating Role of Psychological Capital

Abstract

This study explores how the mechanisms of transformational leadership influence innovative work behavior in the public sector and examines the mediating role of psychological capital. Based on the responses of 2,070 Korean central and local government employees, the results indicated that transformational leadership influences innovative work behavior indirectly through psychological capital. This study’s findings contribute to an advanced understanding of the transformational leadership-innovative work behavior relationship and the importance of psychological capital in the public sector.

Keywords:

• innovative work behavior
• psychological capital
• transformational leadership

Additional information

Notes on contributors

HyeonUk Bak

HyeonUk Bak, Ph.D., is an associate research fellow at Korea Research Institute for Local Administration. His research focuses on organizational behavior and theory, human resource development, public sector leadership, innovation and entrepreneurship, and collaborative governance.

Myung H. Jin

Myung H. Jin, Ph.D., is an associate professor at Virginia Commonwealth University. He has published widely in the areas of public management, leadership mechanisms, and equity and inclusion. His recent research has appeared in Review of Public Personnel Administration, International Review of Administrative Sciences, and American Review of Public Administration.

Bruce D. McDonald

Bruce D. McDonald III, Ph.D., is an associate professor of public budgeting and finance at NC State University. He also serves as the editor-in-chief of Public Administration, co-editor-in-chief of the Journal of Public Affairs Education, co-editor of Routledge’s Public Affairs Education Book Series, and president of the North Carolina Public Administration Alliance.