Frank Baafi, Abraham Ansong, Kennedy Etse Dogbey and Nicodemus Osei Owusu
This study explores the role of transformational leadership, transactional leadership and resource supply in enhancing innovative work behaviour using the mediation model.
Abstract
Purpose
This study explores the role of transformational leadership, transactional leadership and resource supply in enhancing innovative work behaviour using the mediation model.
Design/methodology/approach
Survey data was gathered from 314 local government staff from the six metropolitan assemblies in Ghana. Structural equation modelling was used for the analysis.
Findings
The results suggest that transformational and transactional leadership behaviours provided an impetus for innovative behaviours. Also, resource supply was found to mediate the relationship between transformational leadership behaviours and innovative work behaviour.
Practical implications
Public managers can improve the innovative behaviour of public servants by providing resources for innovation, setting up proper reward structures, communicating vision clearly and clarifying performance expectations.
Originality/value
This is the first study to investigate innovative work behaviour within the Ghanaian local government sector and the context of a developing country in Africa. The study extends the literature on innovative work behaviour by exploring the role of leadership and resource supply.