An article review about leading innovation and change

1. THE ROLE OF TRANSFORMATIONAL LEADERSHIP
IN DEVELOPING INNOVATIVE WORK
BEHAVIOUR:THE MEADITING ROLE OF EMPLOYEES
PSYCHOLOGICAL CAPITAL:
SUBMITTED TO:
MAM SAIMA
SUBMITTED BY:
IRAM ARIF

2. TRANSFORMATIONAL LEADERSHIP:
• Transformational leadership is a management philosophy that
encourages and inspires employees to innovate and develop new
ways to grow and improve the path to a company’s future
success.Using this method, executives give trusted employees the
independence to make decisions and support new problem-solving
approaches..

3. TRANSFORMATIOL LEADERSHIP AND INNOVATIVE
WORK BEHAVIOUR:
• Transformational leadership is a leadership style in which the leader,
by changing the values, interests, beliefs, and attitudes of the
followers, motivates them to perform beyond expectations and
beyond personal interests.

4. MAIN PURPOSE:
• 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.

5. THE MEDIATING ROLE OF PSYCHOLOGICAL CAPITAL
DIMENSIONS:
• Psychological capital refers to a positive psychological state of
individual growth and development using motivational and
cognitive resources to achieve a high performance level.
Psychological capital consists of four dimensions :
• Self-efficacy
• Hope
• Optimism
• Resilience

6. CONCEPTUAL MODEL:

7. THE MEDIATING ROLE OF SELF-EFFICACY:
• Scholars argue that transformational leaders encourage employees
to build self-confidence through mentoring, coaching, counseling,
and delegating challenging tasks to employees.
• Furthermore, a transformational leader’s role modeling could help
followers develop confidence in their skills and have the assurance
of being provided support in case of failure by their supervisors.

8. THE MEDIATING ROLE OF HOPE:
• Hopeful individuals tend to take more risks and use alternative
strategies to move toward their goals.
• They generate ideas to develop more innovative solutions and find
fresh perspectives to meet both challenges and opportunities.
• Transformational leadership relates to employees’ hope, and that
employees’ hope relates to their innovative behaviors.

9. THE MEDIATING ROLE OF RESILIENCE:
• They can help employees develop a broad range of thought
patterns for brainstorming solutions to problems. This enables
employees to make progress toward their goals and to strongly
believe in fulfilling those goals.
• Harland, concluded that transformational leadership significantly
affects followers’ resilience because it increases the ability to cope
with and recover from adversity by creating a climate that supports
self-confidence and psychological safety.

10. THE MEDIATING ROLE OF OPTIMISM:
• Transformational leadership generates a high degree of optimism
from the employee through their significant support and
consideration.
• Moreover, optimistic individuals tend to be more positive facing
challenging circumstances. They have favorable presumptions that
help to overcome difficulties.
• They always create effective solutions to resolve challenges and
maximize opportunities.

11. RESERCH METHOD:
Sample and procedure:
• In this study, a questionnaire-based survey was used to collect data
from agricultural experts in four government organizations and
agricultural centers in Hamadan province located in western Iran.

12. MEASURE:
• All four constructs were measured based on a five-point Likert scale
(ranging from 1 = strongly disagree to 5 = strongly agree).
• To measure innovative work behaviors, a six-item scale developed
by Scott and Bruce was used.

13. DATA ANALYSIS:
• Partial least squares structural equation modeling (PLS-SEM) was used
to analyze the data and test the research model. SmartPLS 3 software
(Version 3.3.2) was used in data analysis.In this study, PLS-SEM was used
for several reasons.
• First, this method is suitable for small sample sizes and achieves higher
levels of statistical power when compared to the covariance-based SEM
(CB-SEM).
• Second, the preliminary analysis revealed that the data did not meet the
normality criteria.

14. RESULTS:
• The results indicated that the research variables including
innovative work behaviors, transformational leadership, and
the four sub- constructs of psychological capital (i.e., self-
efficacy, hope, resilience, and optimism) were significantly
correlated with each others.

15. CONCLUSION:
• In conclusion, despite its limitations, this study indicates that
transformational leadership and psychological capital are two
important determinants of employees’ innovative work behaviors in
the Iranian government sector.
• More importantly, it reveals that the effect of transformational
leadership on innovative work behaviors is partially mediated by
two specific dimensions of psychological capital, namely, hope and
self-efficacy.

16. Thankyou