IMPACT OF TRANSFORMATIONAL LEADERSHIP ON EMPLOYEES' INNOVATIVE WORK BEHAVIOUR: THE MEDIATING ROLE OF EMPLOYEE PSYCHOLOGICAL CAPITAL. (A CASE STUDY OF THE GHANA REVENUE AUTHORITY) / GIFTY ANTWI; SUPERVISOR: PROF. DR. MEHMET YEŞİLTAŞ

Yazar: Katkıda bulunan(lar):Dil: İngilizce 2023Tanım: ix, 73 sheets; 30 cm. 1 CD ROMİçerik türü:
  • text
Ortam türü:
  • unmediated
Taşıyıcı türü:
  • volume
Konu(lar): Tez notu: Thesis (MBA) - Cyprus International University. Institute of Graduate Studies and Research Business Administration Department Özet: ABSTRACT The main purpose of the study was to assess the impact of transformational leadership on employees’ innovative work behaviour: the mediating role of employee psychological capital. A case study of the Ghana Revenue Authority. The research design selected for the study was cross-sectional research design through quantitative approach. The data collection instrument was questionnaire. A sample size of 152 based on simple random sampling was used for the study population of 246. The key findings of the study according to the specific objectives were: statistically significant and positive relationship between Psychological Capital (PC) and Transformational Leadership, positive and statistically significant relationship between Innovative Work Behaviour (IWB) and Psychological Capital (PC), positive and statistically significant connection between Innovative Work Behaviour (IWB) and Transformational Leadership (TL) and Psychological Capital serves as a mediator in the intricate relationship between Transformational Leadership and Innovative Work Behaviour. From the finding, the study concluded that, psychological capital and transformational leadership are two key factors that influence workers' innovative work behaviours. The study made these recommendations following the findings and conclusions of the study: to maintain high employee dedication and organizational success, Ghana Revenue Authority should utilize ongoing transformational leadership style tactics. Additionally, depending on the circumstances at work, Ghana Revenue Authority should occasionally use both transactional and laissez-faire leadership styles. This is because there is no one leadership style that fits every occasion; rather, it depends on the unique circumstances. Keywords: Leadership, Transformational Leadership, Innovation, Behaviour, Innovative Work Behaviour, psychological capital
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Thesis (MBA) - Cyprus International University. Institute of Graduate Studies and Research Business Administration Department

Includes References (sheets 61-66)

ABSTRACT
The main purpose of the study was to assess the impact of transformational leadership on employees’ innovative work behaviour: the mediating role of employee psychological capital. A case study of the Ghana Revenue Authority. The research
design selected for the study was cross-sectional research design through quantitative approach. The data collection instrument was questionnaire. A sample size of 152 based on simple random sampling was used for the study population of 246. The key findings of the study according to the specific objectives were: statistically significant and positive relationship between Psychological Capital (PC) and Transformational Leadership, positive and statistically significant relationship between Innovative Work Behaviour (IWB) and Psychological Capital (PC), positive and statistically significant connection between Innovative Work Behaviour (IWB) and Transformational Leadership (TL) and Psychological Capital serves as a mediator in the intricate relationship between Transformational Leadership and Innovative Work Behaviour. From the finding, the study concluded that, psychological capital and transformational
leadership are two key factors that influence workers' innovative work behaviours. The study made these recommendations following the findings and conclusions of the study: to maintain high employee dedication and organizational success, Ghana
Revenue Authority should utilize ongoing transformational leadership style tactics. Additionally, depending on the circumstances at work, Ghana Revenue Authority should occasionally use both transactional and laissez-faire leadership styles. This is because there is no one leadership style that fits every occasion; rather, it depends on the unique circumstances.
Keywords: Leadership, Transformational Leadership, Innovation, Behaviour,
Innovative Work Behaviour, psychological capital

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