Perceived support for innovation and individual innovation readiness as mediators between transformational leadership and innovative work behaviour

While transformational leadership is often seen to induce innovative work behaviour of employees, little is known about the psychological mechanisms through which this effect occurs. This research conceptualises the mediating effect of perceived support for innovation and individual innovation readiness in a series between transformational leadership on innovative work behaviour. We use the responses of 428 employees from six service organisations in Singapore to test our three-path mediation model. As hypothesised, the data supported the three-path mediation model. Results revealed a partial mediating role of support for innovation and a fully mediating role of individual innovation readiness. This finding is useful for designing and implementing effective human resource and organisational development interventions, with the objective of facilitating innovation in the workforce