Transformational leadership and innovative work behavior: The sequential mediating role of knowledge sharing and creative self-efficacy

Type of the article: Research Article AbstractThis study aims to examine the influence of transformational leadership on innovative work behavior by investigating the sequential mediation of knowledge sharing and creative self-efficacy among five-star hotel employees in Bali, Indonesia. An important issue is employees’ limited exploration of new ideas, driven by low initiative, routine dependence, and a lack of support for creative thinking. This study surveyed 377 hotel employees, selected using the Krejcie and Morgan (1970) formula. Data collected from December 2024 to February 2025 were analyzed using structural equation modeling with a partial least squares approach. Results show that transformational leadership significantly influences innovative work behavior both directly and indirectly. It positively affects knowledge sharing (β = 0.630, p < 0.05), creative self-efficacy (β = 0.303, p < 0.05), and innovative work behavior (β = 0.333, p < 0.05). Knowledge sharing also predicts creative self-efficacy (β = 0.223, p < 0.05) and innovative work behavior (β = 0.360, p < 0.05), while creative self-efficacy influences innovative work behavior (β = 0.263, p < 0.05). A significant sequential mediation was confirmed (β = 0.037, p < 0.05). These findings reveal that transformational leadership encourages knowledge sharing, which in turn enhances creative self-efficacy, ultimately encouraging employees to engage more actively in innovative work behavior. Transformational leadership builds social exchange relationships, while social cognitive theory views behavior as being shaped by personal, environmental, and behavioral interactions.