Relationship between authentic leadership, transformational leadership and innovative work behavior: mediating role of innovation climate

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dc.authoridKORKU, CAHIT/0000-0001-6849-9950
dc.contributor.authorKorku, Cahit
dc.contributor.authorKaya, Sidika
dc.date.accessioned2024-11-07T13:32:15Z
dc.date.available2024-11-07T13:32:15Z
dc.date.issued2023
dc.departmentNiğde Ömer Halisdemir Üniversitesi
dc.description.abstractObjectives. This study aimed to demonstrate the effect of transformational and authentic leadership characteristics of healthcare managers on employees' innovative work behavior and the mediating role of innovation climate. Methods. The study was conducted in 19 hospitals in Turkey and 263 managers participated. The data were collected using the transformational leadership questionnaire, the authentic leadership questionnaire, the innovative climate assessment tool and the innovative work behavior scale. Path analysis was performed to demonstrate the relationship between the variables. Results. When transformational and authentic leadership were put into the model separately through innovation climate, transformational leadership had an effect of 0.39 units (0.22 units direct, 0.17 units indirect) and authentic leadership had a 0.44-unit effect (0.29 units direct, 0.15 units indirect) on innovative work behavior. When transformational and authentic leadership were put together in the model, the total (direct and indirect) effect of them increased to 0.52 units. In this case, the effect of authentic leadership characteristics of health managers on innovative work behavior of their followers (0.42 units) was greater than the effect of transformational leadership characteristics (0.10 units). Conclusions. Although both types of leadership affect innovative work behavior, authentic leadership was more effective than transformational leadership.
dc.identifier.doi10.1080/10803548.2022.2112445
dc.identifier.endpage1134
dc.identifier.issn1080-3548
dc.identifier.issn2376-9130
dc.identifier.issue3
dc.identifier.pmid35947759
dc.identifier.scopus2-s2.0-85137072727
dc.identifier.scopusqualityQ2
dc.identifier.startpage1128
dc.identifier.urihttps://doi.org/10.1080/10803548.2022.2112445
dc.identifier.urihttps://hdl.handle.net/11480/15316
dc.identifier.volume29
dc.identifier.wosWOS:000848769900001
dc.identifier.wosqualityQ3
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.indekslendigikaynakPubMed
dc.language.isoen
dc.publisherTaylor & Francis Ltd
dc.relation.ispartofInternational Journal of Occupational Safety and Ergonomics
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.snmzKA_20241106
dc.subjecthealthcare managers
dc.subjectauthentic leadership
dc.subjecttransformational leadership
dc.subjectinnovation climate
dc.subjectinnovative work behavior
dc.titleRelationship between authentic leadership, transformational leadership and innovative work behavior: mediating role of innovation climate
dc.typeArticle

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