Proposed model of transformational leadership style to foster employee innovative behavior in the telecommunications industry

Abstract

In the context of rapid digital transformation within the telecommunications
industry, employee innovative behavior has become a critical factor enabling enterprises to
maintain competitiveness and adapt to technological change. This study proposes a
theoretical model explaining how transformational leadership influences employee
innovative behavior through four mediating mechanisms: psychological empowerment,
intrinsic motivation, creative process engagement, and organizational innovation. Based on
a synthesis of existing theories and empirical evidence across various telecommunications
settings, the model demonstrates that transformational leadership exerts not only direct
effects but also indirect impacts through employees’ psychological and behavioral
pathways. The findings contribute to a deeper understanding of the role of leadership in the
digital transformation era and offer practical implications for telecommunications
enterprises in fostering an innovative workforce