The Influence of Work Engagement and Innovative Work Behavior as Mediating Factors Linking Perceptions of Transformational Leadership to Employees’ Performance of Industraial Waste Recycling Plants
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Abstract
This research aimed to (1) examine the levels of perceived transformational leadership, job engagement, innovative work behavior, and work performance, and (2) To study the role of job engagement as a mediating variable between transformational leadership and innovative work behaviors affecting work performance. A mixed-methods approach was employed. The qualitative phase involved structured interviews with 18 experts, while the quantitative phase collected data from 500 employees at an industrial waste recycling factory using a questionnaire. Data analysis included descriptive statistics and Structural Equation Modeling (SEM).
The quantitative findings indicated that the levels of perception in all variables were high. Transformational leadership, job engagement, and innovative work behavior were found to have direct influences on work performance, with standardized coefficients of 0.640, 0.616, and 0.443, respectively. Additionally, transformational leadership and innovative work behavior had direct effects on job engagement (0.853 and 0.643, respectively), while transformational leadership and job engagement also directly influenced innovative work behavior (0.268 and 0.643, respectively). The qualitative research results reflect that the transformational leadership of executives has an influence on job engagement and innovative work behavior, which clearly affects the performance of employees in the context of industrial waste recycling plants and is consistent with the quantitative research results.
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