Leading for Innovation: Self-Efficacy and Work Engagement as Sequential Mediation Relating Ethical Leadership and Innovative Work Behavior

Abstract

This research investigated the link between ethical leadership and innovative work behavior by examining the role of self-efficacy as a mediating factor and the sequential mediation of self-efficacy and work engagement. Using a survey approach, data were collected from 441 bank employees in the southern region of Thailand. The findings of the structural equation modeling (SEM) analysis revealed an association between ethical leadership and innovative work behavior and self-efficacy, respectively. Work engagement and innovative work behavior were both linked to self-efficacy. Work engagement was associated with innovative work behavior. According to the mediation analysis results, self-efficacy appeared to mediate the relationship between ethical leadership and innovative work behavior. Ultimately, it was shown that self-efficacy and work engagement were sequentially mediated by ethical leadership and innovative work behavior. This research provides insight into the understanding of the connection between ethical leadership and innovative work behavior. The key contributions of this research are the exploration-mediating function of self-efficacy and the sequential mediation roles of self-efficacy and work engagement.