Aim/purpose – The purpose of this paper is to investigate the impact of transformational leadership (TL) on innovative work behavior (IWB) among middle management in the non-metallic mineral products industry, focusing on job crafting (JC) and knowledge- -sharing behavior (KSB) as mediating factors. Design/methodology/approach – Employing a cross-sectional design, this study inves-tigated the non-metallic minerals industry in Indonesia through a deductive approach. Data was collected from an online survey of 237 middle management personnel. A par-tial least squares SEM and mediation analysis using the bootstrap method were used for the data analysis. Findings – The study reveals that TL significantly enhances KSB and IWB among middle management in the non-metallic minerals industry. However, JC did not considerably affect IWB and did not mediate the TL-IWB relationship, challenging the established paradigms. These results underscore the complex dynamics between leadership, innovation, and JC, highlighting the need for further research into contextual factors that influence these relation-ships and the pivotal role of KSB in driving IWB. Research implications/limitations – This study enhances the social exchange theory (SET) by examining the interplay between TL, JC, KSB, and IWB in Indonesia’s non-metallic minerals sector. Practical insights include leadership training for fostering innovation and embedding knowledge sharing into daily routines to enhance innovations among middle management. Originality/value/contribution – This research offers novel insights into the intricate roles of TL, JC, and KSB in fostering IWB within the Indonesian non-metallic minerals sector. It challenges the existing paradigms about JC roles, highlighting the conditional influences of organizational context and leadership dynamics on IWB.
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