{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,6,24]],"date-time":"2026-06-24T14:33:13Z","timestamp":1782311593622,"version":"3.54.5"},"reference-count":94,"publisher":"Emerald","issue":"5","license":[{"start":{"date-parts":[[2020,11,4]],"date-time":"2020-11-04T00:00:00Z","timestamp":1604448000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["K"],"published-print":{"date-parts":[[2021,5,3]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>This study aims to explore the relationship between transformational leadership and employees\u2019 innovative work behaviour (IWB), additionally examining the mediating effect of psychological empowerment.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>The study is based on a cross-sectional design, data being collected from 139 employees through the following structured questionnaires: Multifactor Leadership Questionnaire, IWB and psychological empowerment instrument.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The findings revealed a positive and significant relationship between transformational leadership and both IWB and psychological empowerment, as well as the fact that transformational leadership, through psychological empowerment, fosters IWB.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Research limitations\/implications<\/jats:title>\n<jats:p>One of the main weaknesses of this study is the use of a cross-sectional design, which does not allow for an assessment of the cause\u2013effect relation. Also, using a self-reported questionnaire might have brought common method bias.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title>\n<jats:p>The paper shows that, by creating a greater sense of empowerment, leaders could have a higher positive effect on employee\u2019s levels of IWB. Moreover, empowerment acts as one of the most important and effective processes within the transformational leadership framework in fostering innovation among followers.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>This study extends the empirical research on transformational leadership and its influence on employees\u2019 work attitudes. Given the scant research on the role of the psychological empowerment, the results of this study confirm not only its mediating role but also the need for further studies in this direction.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/k-07-2019-0491","type":"journal-article","created":{"date-parts":[[2020,11,2]],"date-time":"2020-11-02T06:09:33Z","timestamp":1604297373000},"page":"1041-1057","source":"Crossref","is-referenced-by-count":56,"title":["Transformational leadership and innovative work behaviour: the mediating role of psychological empowerment"],"prefix":"10.1108","volume":"50","author":[{"given":"Dan 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