The Impact of Directive Leadership on Innovative Work Behavior: The Mediation Role of Continuance Commitment

Abstract

Introduction/Main Objectives: The aim of this study is to test the effect of directive leadership and continuance commitment on innovative work behavior while also explaining the mediating role of continuance commit­ment and the effect of directive leadership on innovative work behavior. Background Problems: Managing innovative employee behavior is an integral component of sustainable organizational development. Innova­tive work behavior (IWB) is very important for improving organizational performance. Many studies have identified the antecedent factors of IWB. Novelty: The novelty of this research is finding a new concept of innova­tive work behavior, through the combination of the mediation construct of continuance commitment, further established under the terms of "The Improvement Model of Innovative Work Behavior based on Directive Leadership through Integration Strategy by Continuance Commitment." Research Methods: This research’s design is hypothesis testing research and the type of research design it uses is survey research (non-experi­men­tal). This study uses the indicators from only one dimension of leadership and one organizational commitment category, so there are some empirical gaps between this and the results of previous studies. The sample in this study was 120 civil servants from PPPPTK TK and PLB Bandung. In assessing the empirical model this study used partial least square structural equation modeling (PLS-SEM) analysis. Finding/ Results: The results of this study show that directive leadership has a positive and significant impact on continuance commitment, and conti­nuance commitment has a positive and significant influence on innova­tive work behavior. The effect of directed leadership on innovative work behavior is fully mediated by the continuance commitment, which is positively associated with innova­tive work behavior, but it is not signi­ficant. The influence of directive leadership on innovative work behavior is more favorable and significant as a result of the continuance commit­ment. Conclusion: This study concludes that directing leadership has an indirect effect on innovative work behavior through the mediating varia­ble of continuance commit­ment, implying that directive leadership might indirectly promote inno­vative behavior through the continuance commit­ment. The assumption is that if a leader is effective at directing staff, there will be an increase in employees’ continuance commitment, and if commitment improves, there will be an increase in innovative work behavior.