The Influence of Transformational Leadership and Perceived Organizational Support on Innovative Work Behaviour Mediated by Work Engagement among Civil Servants at PPSDM Regional Yogyakarta Article Swipe
Master of Management Student, UPN “Veteran” Yogyakarta, Indonesia
,
Dwi Ayu Sulistyaningrum
,
Arief Subyantoro
,
Lecturer, Master of Management, UPN “Veteran” Yogyakarta, Indonesia
,
Nilmawati Nilmawati
,
Lecturer, Master of Management, UPN “Veteran” Yogyakarta, Indonesia
·
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.47191/ijcsrr/v8-i11-36
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.47191/ijcsrr/v8-i11-36
The low level of innovative work behaviour at PPSDM Regional Yogyakarta is reflected in the institution’s 2024 accreditation result, which was rated at the one-star category, as well as the limited contribution of new ideas from employees. This condition highlights the importance of understanding internal organizational factors that can foster IWB, particularly the roles of transformational leadership, organizational support, and work engagement. This study aims to analyze the effects of transformational leadership and perceived organizational support on innovative work behaviour and to examine the mediating role of work engagement among civil servants at PPSDM Regional Yogyakarta. A quantitative approach was employed using a survey method, involving 108 civil servants. Data were analyzed using Partial Least Square–Structural Equation Modeling (PLS-SEM). The findings indicate that transformational leadership and perceived organizational support directly influence IWB. Both variables also have a positive and significant effect on work engagement. Furthermore, work engagement was found to have a positive and significant impact on IWB. Work engagement also significantly mediates the effects of transformational leadership and perceived organizational support on IWB. These results emphasize that work engagement serves as a key mechanism linking leadership and organizational support to employees’ innovative behaviour. Enhancing employees’ IWB cannot be achieved solely through transformational leadership or organizational support; instead, strengthening work engagement as a central mediator is essential. Organizations need to foster employee involvement by improving support, appreciation, and the consistency of policies to build a sustainable innovation culture in the workplace.
Related Topics
Concepts
Transformational leadership
Work engagement
Structural equation modeling
Civil servants
Work (physics)
Psychology
Transactional leadership
Organizational commitment
Perceived organizational support
Employee engagement
Public relations
Social psychology
Organizational culture
Survey data collection
Political science
Consistency (knowledge bases)
Conceptual model
Organizational behavior
Leadership studies
Organizational citizenship behavior
Perception
Work behavior
Accreditation
Metadata
- Type
- article
- Landing Page
- https://doi.org/10.47191/ijcsrr/v8-i11-36
- OA Status
- diamond
- OpenAlex ID
- https://openalex.org/W7106652966
All OpenAlex metadata
Raw OpenAlex JSON
- OpenAlex ID
-
https://openalex.org/W7106652966Canonical identifier for this work in OpenAlex
- DOI
-
https://doi.org/10.47191/ijcsrr/v8-i11-36Digital Object Identifier
- Title
-
The Influence of Transformational Leadership and Perceived Organizational Support on Innovative Work Behaviour Mediated by Work Engagement among Civil Servants at PPSDM Regional YogyakartaWork title
- Type
-
articleOpenAlex work type
- Publication year
-
2025Year of publication
- Publication date
-
2025-11-26Full publication date if available
- Authors
-
Master of Management Student, UPN “Veteran” Yogyakarta, Indonesia, Dwi Ayu Sulistyaningrum, Arief Subyantoro, Lecturer, Master of Management, UPN “Veteran” Yogyakarta, Indonesia, Nilmawati Nilmawati, Lecturer, Master of Management, UPN “Veteran” Yogyakarta, IndonesiaList of authors in order
- Landing page
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https://doi.org/10.47191/ijcsrr/v8-i11-36Publisher landing page
- Open access
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YesWhether a free full text is available
- OA status
-
diamondOpen access status per OpenAlex
- OA URL
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https://doi.org/10.47191/ijcsrr/v8-i11-36Direct OA link when available
- Concepts
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Transformational leadership, Work engagement, Structural equation modeling, Civil servants, Work (physics), Psychology, Transactional leadership, Organizational commitment, Perceived organizational support, Employee engagement, Public relations, Social psychology, Organizational culture, Survey data collection, Political science, Consistency (knowledge bases), Conceptual model, Organizational behavior, Leadership studies, Organizational citizenship behavior, Perception, Work behavior, AccreditationTop concepts (fields/topics) attached by OpenAlex
- Cited by
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0Total citation count in OpenAlex
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| abstract_inverted_index.employees. | 36 |
| abstract_inverted_index.engagement | 88, 146, 159, 179, 210 |
| abstract_inverted_index.essential. | 216 |
| abstract_inverted_index.highlights | 39 |
| abstract_inverted_index.importance | 41 |
| abstract_inverted_index.innovation | 236 |
| abstract_inverted_index.innovative | 4, 77, 192 |
| abstract_inverted_index.leadership | 71, 124, 167, 186, 203 |
| abstract_inverted_index.workplace. | 240 |
| abstract_inverted_index.Yogyakarta. | 95 |
| abstract_inverted_index.consistency | 229 |
| abstract_inverted_index.engagement. | 61, 143 |
| abstract_inverted_index.involvement | 222 |
| abstract_inverted_index.leadership, | 56 |
| abstract_inverted_index.significant | 139, 154 |
| abstract_inverted_index.sustainable | 235 |
| abstract_inverted_index.Furthermore, | 144 |
| abstract_inverted_index.contribution | 31 |
| abstract_inverted_index.employees’ | 191, 195 |
| abstract_inverted_index.particularly | 51 |
| abstract_inverted_index.quantitative | 97 |
| abstract_inverted_index.Organizations | 217 |
| abstract_inverted_index.accreditation | 17 |
| abstract_inverted_index.appreciation, | 226 |
| abstract_inverted_index.significantly | 161 |
| abstract_inverted_index.strengthening | 208 |
| abstract_inverted_index.understanding | 43 |
| abstract_inverted_index.organizational | 45, 57, 74, 127, 170, 188, 205 |
| abstract_inverted_index.institution’s | 15 |
| abstract_inverted_index.transformational | 55, 70, 123, 166, 202 |
| abstract_inverted_index.Square–Structural | 115 |
| cited_by_percentile_year | |
| countries_distinct_count | 0 |
| institutions_distinct_count | 6 |
| citation_normalized_percentile |