Strengthening Innovative Behavior of Parliamentary Civil Servants
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Abstract
The objectives of this research are to 1) Examine the levels of transformational leadership, job satisfaction, work engagement, and innovative work behavior among parliamentary officials. 2)Investigate the influence of transformational leadership, job satisfaction, and work engagement on the innovative work behavior of parliamentary officials. 3)Develop a model to enhance the innovative work behavior of parliamentary officials. This mixed-method research studied a population of parliamentary officials. The sample consisted of 300 individuals who completed questionnaires, and the data were analyzed using structural equation modeling. Additionally,
a qualitative sample of 17 individuals was interviewed, and content analysis was conducted. The research findings indicated that the latent variables studied had average values ranging from 4.33 to 4.66. Transformational leadership had the highest average value of 4.66, followed by work engagement at 4.53, job satisfaction at 4.40, and innovative work behavior at 4.33. The coefficients of influence for transformational leadership, job satisfaction, and work engagement on innovative work behavior were .254, .331, and .365, respectively, showing direct influence with statistical significance at the .05 level. The researcher developed a model named the "TJWI Model" (T = Transformational Leadership, J = Job Satisfaction, W = Work Engagement, I = Innovative Work Behavior). The qualitative findings revealed that to enhance the innovative work behavior of parliamentary officials, there should be an emphasis on creating innovations that benefit work performance.
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