From Leadership to Innovation: Understanding the Motivation to Learn

Authors

  • Gusli Chidir Universitas Insan Pembangunan Indonesia
  • Dwi Ferdiyatmoko Cahya Kumoro Universitas Insan Pembangunan Indonesia
  • Siti Mariyanah Universitas Insan Pembangunan Indonesia
  • Multi Nadeak Sekolah Tinggi Teknologi Bandung
  • Bonar Bangun Jeppri Napitupulu Universitas Insan Pembangunan Indonesia

DOI:

https://doi.org/10.5555/ijosmas.v3i5.229

Keywords:

Innovative work behavior, motivation to learn, transformational leadership.

Abstract

- The purpose of this study was to apply the influence of transformational leadership on employees' innovative work behavior, and the mediating role of learning motivation on the relationship between transformational leadership and innovative work behavior. The questionnaire, designed as a self-reported survey, was distributed to permanent employees of a manufacturing company in the automotive sector. Data was collected from 203 employees. The hypothesis was tested using structural equation modeling. Data processing using SEM method with SmartPLS 3.0 software. The findings show that transformational leadership has a positive impact on employee innovative work behavior and motivation to learn to mediate the relationship between transformational leadership and innovative work behavior. This study contributes to the existing literature by providing empirical evidence on the effect of transformational leadership on employees' innovative work behavior as well as the impact of innovative work behavior variables. The implication is that organizations should pay attention to creating a climate that supports innovation and encourages individuals to learn new knowledge and skills, and provides employees with opportunities to use their acquired knowledge and skills

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Published

2022-09-15

How to Cite

Chidir, G., Kumoro, D. F. C. ., Mariyanah, S., Nadeak, M., & Bonar Bangun Jeppri, B. B. J. (2022). From Leadership to Innovation: Understanding the Motivation to Learn. International Journal of Social and Management Studies, 3(5), 144–154. https://doi.org/10.5555/ijosmas.v3i5.229