Leadership and Innovative Work Behavior in Public Sector: A Systematic Review
Keywords:
Leadership, Innovative Work Behavior, Public Sector, Systematic ReviewAbstract
The purposes of this study were to synthesize and summarize the existing evidences and theory-based studies of the leadership and innovative work behavior characteristics in public sectors. This systematic review used both international and national primary studies, published during 2008-2019. The databases were systematically searched including MEDLINE/PubMed, CINAHL, ResearchGate, Google, Google scholar, ProQuest, Thai LIS, ThaiJO, Emerald Insight, Science Direct, Scopus and other electronic databases of universities. The quality appraisal for the study was evaluated using Kmet, Lee and Cook’s quality assessment criteria for research, and Kappa statistic was used to test consistency among the two reviewers. Descriptive statistics were used to explain the quantitative data.
As for results, 22 studies were eligible for this systematic review, among which 12 studies were conducted in general employees, whereas two studies were conducted among professional nurses. The transformational leadership theory by Bass and Avolio has been mostly used by researchers. Likewise, researchers applied innovative work behavior concept by De Jong & Den Hartog to guide for research studies. This systematic review summarized that transformation leadership had a direct effect and positive relationship with innovative work behavior in the public sectors.
Therefore, this systematic review indicates that the transformational leadership is an important factor to increasing innovative work behavior in public sectors, for both hospital and other health care units workers at all levels.
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