Organisational justice moderates the link between leadership, work engagement and innovation work behaviour

TL;DR

This study investigates how transformational leadership and work engagement influence innovative work behavior among Indonesian civil servants, finding that organizational justice impacts these relationships indirectly, with implications for public sector management.

Contribution

It uniquely examines the moderating role of organizational justice on the link between leadership, engagement, and innovation in the public sector context.

Findings

TFL and WE directly influence IWB.

Organizational justice does not directly affect or moderate the relationships.

The study extends social exchange theory in civil service innovation.

Abstract

Regional civil servants in Indonesia, especially in the eastern regions, are now required to exhibit innovative work behavior (IWB) as mandated by national regulations. While transformational leadership (TFL) and work engagement (WE) are believed to foster such behavior, the impact and the moderating role of organizational justice (OJ) remain underexplored. This study addresses that gap by examining how TFL and WE contribute to IWB development within the context of public sector work, with OJ potentially moderating these relationships. This study aimed to determine the direct influence of TFL, WE, and OJ on IWB and to analyze the role of OJ as a moderating variable. This research was conducted in the eastern region of Indonesia, especially North Maluku Province, in various regional apparatus organizations. and a random sample of 500 people was taken. This study used Structural Equation Modeling-Partial Least Squares (SEM-PLS) regression analysis as a data analysis method to test the causal relationship and moderation effects of each hypothesis. The study findings reveal that while TFL and WE directly influence IWB, OJ neither has a direct effect nor serves as a moderating variable. These findings offer theoretical and practical contributions to local government organizations in Indonesia, emphasizing the importance of leadership and engagement in enhancing innovative behavior at work. This study extends and enhances the development of social exchange theory based on civil servants' IWB. Furthermore, this study expands the theoretical perspective by examining how TFL, WE, and OJ influence innovative work behavior practices to improve employee innovative behaviour. Finally, this study empirically examines the moderating impact of organizational justice on the relationship between TFL and WE on IWB.