Transformational Leadership Enhances Innovative Capability: The Mediating Role of Learning Orientation and Innovative Work Behaviour

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Sukumarl Koednok, Natthawat Vongchavalitkul

Abstract

The innovative capability factor within the organizations and universities played the significant role in the competitive business world, which have required the effective leadership to lead their organization and create the innovative capability of their employees. Transformational leadership is a potential kind of effective leader that creates the innovation success in the organization.  The objectives were to confirm that the causal model of transformational leadership facilitated the innovative capability, and learning orientation and innovative work behavior are the mediating factors in the universities in north-east of Thailand. The sample size were 335 respondents selected using probability, by a multi-stage random sampling technique. Accordingly, the empirical findings had demonstrated that the model fits the empirical data by goodness of fit measures, which were considered, Chi-square = 159.74 (df = 60), p-value = 0.000, (χ2/df) = 2.66, CFI = 0.96, TLI = 0.95, RMSEA = 0.07, and SRMR=0.04. The results showed that transformational leadership facilitated the innovative capability by two main implications noted that learning orientation and innovative work behavior were very important mediating variables for enhancing innovative capability. The theoretical implications of the study were discussed to create the innovative capability considering social cognitive theory and transformational leadership theory. This research results provide both empirical and theoretical contribution focusing on social cognitive theory and transformational leadership theory. Finally, the practical increasing innovative capability in universities should develop learning orientation within the organization and stimulate innovative work behaviors by specifically developing transformational leadership within the organization.

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