Transformational Leadership and Employee Innovative Behaviour

Abstract

Transformational leadership has emerged as an important leadership approach for organizations seeking to encourage employee creativity, adaptability, and innovation. In rapidly changing organizational environments, employees are increasingly expected not only to perform assigned duties but also to generate, promote, and implement new ideas. Transformational leaders can facilitate this process by articulating an inspiring vision, stimulating critical thinking, providing individualized support, and encouraging employees to challenge established practices. This article examines the relationship between transformational leadership and employee innovative Behaviour by integrating theoretical perspectives and findings from previous empirical research. Particular attention is given to intellectual stimulation, psychological empowerment, knowledge sharing, motivation, psychological safety, and organizational support as mechanisms through which transformational leadership can encourage innovative Behaviour. Existing evidence indicates a generally positive association between transformational leadership and innovative work Behaviour, although the strength of this relationship may vary according to organizational climate, cultural conditions, task characteristics, and employee perceptions. Recent meta-analytic evidence involving 174 studies and 74,323 participants reported a positive overall relationship between transformational leadership and innovative workplace Behaviour, with an estimated correlation of 0.35.