Abstract

Due to the increasing trend of technology, customer needs, and global economic integration, companies face many challenges and challenges. Innovative behavior is attracting more and more attention from researchers and practitioners. On the other hand, innovative work behavior is an important means of achieving a company’s competitive advantage and continuous success. Transformational leadership, trust in leaders, and work participation have been widely recognized as key sources of companies that can promote innovative work behavior and secure organizational effectiveness, viability, and sustainable competitive advantage. This study not only verified the difference in the impact of transformational leadership on each aspect of innovative work behavior, but also deepened the understanding of paths and conditions to improve specific aspects of innovative work behavior by verifying the trust of leaders and the mediating role of knowledge sharing mechanism. In order to achieve this research purpose, the research hypothesis was verified by applying exploratory factor analysis based on data collected from 400 survey respondents working at financial institutions in Seoul and Gyeonggi-do. Reinforcing innovative work behavior has been considered a key to opening the door to corporate success, and the results of this study show that transformational leadership can positively affect the trust of leaders and significantly improve innovative work behavior of financial institutions. In other words, this study was adopted as a result of verifying the hypothesis that transformational leadership and trust in leaders play a positive and important role in promoting innovative work behavior. In addition, the mediating effect of trust in leaders was confirmed in the relationship between transformational leadership and innovative work behavior, and the presence or absence of the moderating effect of knowledge sharing on the effect of transformative leadership on innovative work behavior was verified. As a result of the verification, it was found that there was no moderating effect of knowledge sharing in the relationship between transformational leadership and trust in leadership, and in the relationship between transformational leadership and innovative work behavior. The results of this study provide significant theoretical and practical implications for leadership, trust, and innovative work behavior that can analyze the relationship between innovative work behaviors, but there are many limitations. In future studies, it is necessary to verify the mediating role of components even if they are involved in work, or to study the relationship between potential variables that can affect the transition of trust in leaders to better innovative work behavior.

Topic words: transformational leadership, trust in leaders, innovative work behavior, knowledge sharing