Visionary Leadership and Innovative Work Behavior: The Mediating Role of Psychological Empowerment among Civil Servants of the Rokan Hulu Regency Health Office
DOI:
https://doi.org/10.58812/wsjee.v4i03.3174Keywords:
Visionary Leadership, Psychological Empowerment, Innovative Work Behavior, Civil Servants, Health OfficeAbstract
Leaders who communicate a clear picture of the future are often expected to encourage innovation, yet evidence from Indonesian local government is limited. We examined whether visionary leadership is linked to innovative work behavior among civil servants and whether psychological empowerment carries part of that link. All 51 eligible civil servants of the Rokan Hulu Regency Health Office took part in a census survey, and the model was estimated with PLS-SEM, controlling for grade and tenure. Staff who rated their supervisor as more visionary felt more empowered (β = 0.411; p < 0.001) and reported more innovative behavior (β = 0.325; p = 0.006). The direct estimate was imprecise, with a wide interval (95% CI [0.087; 0.551]) and fewer respondents than the 59 required for 80 percent power on that path. Empowerment was the strongest correlate of innovation (β = 0.465; p < 0.001) and carried roughly 37 percent of the total link between vision and innovation (indirect = 0.191; 95% CI [0.083; 0.350]). Grade and tenure showed no significant links. Given the single office, the cross-sectional self-report design and a global fit index above the usual benchmark, the results describe associations and remain preliminary.
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