Title:
The Role of Moderate Transformational Leadership and Flexible Role Orientation in Mediating Effect of Work Engagement on The Influence of Role Conflict and Role Ambiguity on Innovative Work Behavior

Authors:
Riza Dwi Agni, Hunik Sri Runing Sawitri, Indonesia

Abstract:

In such a dynamic environment, the emphasis on innovation has become paramount for achieving success. The innovative behavior displayed by employees is a crucial attribute, and extensive research has underscored the favorable impact of innovation. However, the public sector in Indonesia is undergoing a significant period of transition due to bureaucratic reforms. As a result of increased job demands that are not met with sufficient resources, role conflict, and role ambiguity emerge. This study focuses on how role conflict and role ambiguity can influence innovative work behavior through the mediation of work engagement. The study also comprehensively aims to examine how flexible role orientation and transformational leadership moderate the effects of role conflict and role ambiguity on innovative work behavior through the mediation of work engagement. The research was conducted among employees in the public sector within the environment of the Central Bureau of Statistics (BPS) in North Sumatra Province. A total of 520 respondents were selected as the sample from a population of 899, using proportional stratified random sampling. PLS-SEM using Smart PLS 3.0 was employed for data analysis. The findings indicate that role conflict and role ambiguity influence innovative work behavior, while transformational leadership and flexible role orientation were unable to moderate the relationship between role conflict and role ambiguity with innovative work behavior through the mediation of work engagement. The implication is that management can cautiously enhance role conflict to improve innovative work behavior, as role conflict can enhance innovative work behavior but may reduce work engagement.

DOI: https://doi.org/10.51505/IJEBMR.2023.7806