The Mediating Role of Psychological Capital in the between Transformational Leadership, HR Practices, and Innovative Work Behaviour in MSMEs
DOI:
https://doi.org/10.55927/ijabm.v4i3.346Keywords:
Transformational Leadership, HR Practice, Psychological Capital, Innovative Work BehaviorAbstract
The purpose of this study is to investigate how psychological capital mediates the relationship between transformational leadership, HR practies, and workers' creative work behavior. Employees under transformational leadership are seen to be more inclined to innovate when they are backed by HR practices that are grounded in psychological capital. Transformational leadership fosters a work culture that promotes innovation through inspiration and motivation. Meanwhile, HR practices such as fair compensation, professional development, open information exchange, and Employee inventiveness is further strengthened by helpful supervision. Employees that actively contribute to the creation and use of fresh concepts to enhance organisational performance exhibit innovative work behaviour. This study employs Smart-PLS 4.0 and involves 100 respondents through a survey. The findings suggest that transformational leadership and HR practices do not significantly influence innovative work behaviour or psychological capital. Furthermore, psychological capital does not mediate the relationship between HR practices and innovative work behavior, nor does it mediate the relationship between transformational leadership and innovative work behavior
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