LEADERSHIP AND MOTIVATIONAL FACTORS FOR INNOVATIVE BEHAVIOR OF EMPLOYEES IN HIGH-TECH ENTERPRISES

Through literature research, this paper takes a systematic look at the relevant research that has been done over the last 20 years on how transformational leadership and organizational incentives affect how innovative employees are in high-tech companies. Through the analysis of selected high-quality literature, this study summarizes the theoretical basis, influencing mechanism, mediating variables, and moderating variables of transformational leadership and organizational incentives for employee innovation behavior. The study discovered that: (1) transformational leadership encourages employee innovation through four main channels: intellectual stimulation, personalized care, vision motivation, and role modeling; (2) organizational incentives have a complex effect on how innovative employees are; (3) employee psychological empowerment, innovation self-efficacy, and intrinsic motivation are important mediating variables; (4) the innovation climate in the organization and the characteristics of the employees are the main moderating variables. This paper points out the problems with current research and suggests ways to fix them. These include doing more comparative research across cultures, looking into new ways to deal with digital transformation, and making better use of longitudinal research designs and mixed research methods. This study provides theoretical guidance for the management practice of high-tech enterprises and also offers directional suggestions for future research.