The Role of Transformational Leadership on Innovative Work Behavior through Intrinsic Motivation and Job Crafting of Permanent Lecturers of PTS in Lamongan Regency

Abstract

Introduction: This study explores the relationship between transformational leadership and innovative work behavior, both directly and through mediating variables, namely job crafting and intrinsic motivation.

Objectives: The primary objective is to analyze the direct and indirect effects of transformational leadership on innovative work behavior by examining the roles of job crafting and intrinsic motivation as mediators.

Methods: A quantitative descriptive approach was employed using Partial Least Square (PLS) equation modeling. Data collection methods included questionnaires and literature studies. The study population consisted of teachers from a vocational high school in Lamongan Regency, with a sample of 100 respondents selected using a probability sampling technique and simple random sampling method. Analysis was conducted using SmartPLS, which involved determining convergent validity, discriminant validity, composite reliability, and inner model evaluation.

Results: The findings indicate that transformational leadership does not have a significant direct effect on innovative work behavior. However, transformational leadership significantly influences innovative work behavior indirectly through the mediating variables of job crafting and intrinsic motivation.

Conclusions: The study concludes that while transformational leadership alone is insufficient to directly enhance innovative work behavior, it can positively impact such behavior through job crafting and intrinsic motivation. Future studies are encouraged to explore additional mediators and contexts to deepen understanding of this relationship.