A Study Of Behaviour Management: The Effect Of Transformational Leadership To Employee Innovative Behaviour Through Collaborative Human Resource Management And Adhocracy Organizational Culture

Abstract

Roy Setiawan

This study aims to resolve the research gap between transformational leadership and employee innovative behavior by combining the mediating variables of collaborative human resource management and adhocracy organizational culture as research novelty. This study uses primary data in the form of a questionnaire distributed to employees of Indonesia's processed food industry. The sample in this study were 131 respondents using the purposive sampling technique. Partial Least Square data processing techniques use several data analysis, namely validity test, reliability test, and hypothesis testing. The test results show that transformational leadership has a significant positive effect on innovative employee behavior. Second, transformational leadership has a significant positive effect on collaborative human resource management. Third, collaborative human resource management has a significant positive effect on employee innovative behavior. Fourth, transformational leadership has a significant positive effect on employee innovative behavior through collaborative human resource management mediation. Fifth, transformational leadership has a significant positive effect on adhocracy organization culture. Sixth, the adhocracy organization culture has a significant positive effect on employee innovative behavior. Seventh, transformational leadership has a significant positive effect on employee innovative behavior through the mediation of an adhocracy organization culture. Eighth, transformational leadership has a significant positive effect on employee innovative behavior through the mediation of collaborative human resource management and an adhocracy organization culture.