A Decision-Oriented Model of Innovative Work Behavior: The Roles of Authentic Leadership, Psychological Capital, and Organizational Culture
Keywords:
Authentic Leadership, Psychological Capital, Organizational Culture, Innovative Work Behavior, Information Technology Sector, Indonesia, Social Exchange Theory.Abstract
Innovative work behavior (IWB) is essential for organizations operating in the rapidly evolving information technology (IT) sector, where continuous innovation is required to sustain competitiveness and organizational growth. This study examines the effects of authentic leadership (AL) and psychological capital (PC) on IWB among employees in the Indonesian IT industry. Drawing upon Social Exchange Theory, the study further investigates the mediating role of PC and the moderating role of organizational culture. A quantitative cross-sectional research design is employed, and data are collected from 285 employees working in various Indonesian IT organizations using a structured questionnaire. The data are analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that AL significantly enhances IWB and PC. PC also exerts a positive influence on IWB and mediates the relationship between AL and IWB. Furthermore, organizational culture positively moderates the relationship between PC and IWB but negatively moderates the relationship between AL and IWB. The study contributes to leadership and innovation literature by integrating leadership, psychological resources, and organizational context into a comprehensive framework. The findings provide valuable insights for organizations seeking to foster employee innovation in technology-intensive environments.
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