The Role of Mindful Leadership on Employee Innovative Behavior in Automotive Companies With Creative Self-Efficacy As A Moderating Variable

Inggit Wahyuni; Anna Suzana

doi:10.29138/ijebd.v9i4.3588

Inggit Wahyuni Universitas swadaya gunung jati
Anna Suzana Faculty of Economics, Management and Business, SwadayaGunungJati University, Cirebon, Indonesia

DOI: https://doi.org/10.29138/ijebd.v9i4.3588

Keywords: Mindful Leadership, Employee Innovative Behavior, Creative Self-Efficacy

Abstract

Purpose: This present study investigates the impact of mindful Leadership on employee innovative behavior, while also evaluating moderating influence of Creative Self-Efficacy among the employees of PT. Suryaputra Sarana, Cirebon branch.

Design/methodology/approach: This research employed a quantitative methodology with an associative design. The study population consisted 116 non-managerial employees from the automotive firm PT. Suryaputra Sarana Cirebon. Utilizing slovin’s formula to determine the sample size, 90 respondents were through proportionate stratified random sampling. The data were collected using likert scale questionnaire and then analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS) with SmartPLS software version 4.1.1.6.

Findings: This study indicates that mindful leadership significantly and positively impacts employee innovative behavior. However, creative self-efficacy was not found to moderate this relationship. The findings validate that although both mindful leadership and creative self-efficacy independently promote innovative behavior, their interaction does not enhance this connection.

Paper type: Research Paper