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<p>Despite the growing body of research on innovative workplace behaviors (IWB)—a set of positive, change-oriented behaviors associated with transformational leadership (TL)—empirical findings remain mixed. While some studies report positive relationships, others report negative or nonsignificant results. To address these inconsistencies, this meta-analysis draws on Social Exchange and Self-Determination theories and adopts a multistage approach that clarifies when and how TL is associated with IWB by examining cultural contingencies (i.e., cultural configuration and uncertainty avoidance) through moderator analyses and testing psychological mechanisms (i.e., motivational, relational, and collaborative) using meta-analytic structural equation modeling (MASEM). A correlation-based meta-analysis (k = 174, <i>N</i> = 74,323) revealed a positive and significant overall effect for the TL-IWB relationship (<InlineEquation ID="IEq1"> <EquationSource Format="TEX">\(\widehat\rho\)</EquationSource> </InlineEquation>= 0.35, 95% CI [0.28,0.42]). Moderator analyses also showed that the overall effect size of the TL–IWB relationship was larger in studies conducted in vertical-collectivist cultures (e.g., Asian) (<InlineEquation ID="IEq2"> <EquationSource Format="TEX">\(\widehat\rho\)</EquationSource> </InlineEquation>= 0.41) and in cultures with high uncertainty avoidance (<InlineEquation ID="IEq3"> <EquationSource Format="TEX">\(\widehat\rho\)</EquationSource> </InlineEquation>= 0.45). Furthermore, MASEM results showed that trust in the leader, as a relational mechanism, fully mediated the TL–IWB link, whereas leader–member exchange (LMX) partially mediated it. Motivational mechanisms (psychological empowerment, work engagement, and intrinsic motivation) and collaborative mechanisms (psychological safety and knowledge sharing) partially mediated the link between TL and IWB. Collectively, these findings suggest that TL is associated with higher levels of IWB not only through culturally contingent leadership–follower dynamics but also through psychological, motivational, and relational pathways. Managerial implications, further research directions, and limitations are also provided. </p>

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How and when transformational leadership sparks innovative workplace behaviors: cumulative evidence from a meta-analytic review

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年5月26日

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  • Elif Sanlioz,
  • Bora Yildiz

摘要

Despite the growing body of research on innovative workplace behaviors (IWB)—a set of positive, change-oriented behaviors associated with transformational leadership (TL)—empirical findings remain mixed. While some studies report positive relationships, others report negative or nonsignificant results. To address these inconsistencies, this meta-analysis draws on Social Exchange and Self-Determination theories and adopts a multistage approach that clarifies when and how TL is associated with IWB by examining cultural contingencies (i.e., cultural configuration and uncertainty avoidance) through moderator analyses and testing psychological mechanisms (i.e., motivational, relational, and collaborative) using meta-analytic structural equation modeling (MASEM). A correlation-based meta-analysis (k = 174, N = 74,323) revealed a positive and significant overall effect for the TL-IWB relationship ( \(\widehat\rho\) = 0.35, 95% CI [0.28,0.42]). Moderator analyses also showed that the overall effect size of the TL–IWB relationship was larger in studies conducted in vertical-collectivist cultures (e.g., Asian) ( \(\widehat\rho\) = 0.41) and in cultures with high uncertainty avoidance ( \(\widehat\rho\) = 0.45). Furthermore, MASEM results showed that trust in the leader, as a relational mechanism, fully mediated the TL–IWB link, whereas leader–member exchange (LMX) partially mediated it. Motivational mechanisms (psychological empowerment, work engagement, and intrinsic motivation) and collaborative mechanisms (psychological safety and knowledge sharing) partially mediated the link between TL and IWB. Collectively, these findings suggest that TL is associated with higher levels of IWB not only through culturally contingent leadership–follower dynamics but also through psychological, motivational, and relational pathways. Managerial implications, further research directions, and limitations are also provided.