Transformational Leadership and Innovative Work Behavior in the IT Sector: The Mediating Role of Digital Empowerment and Collaborative Knowledge Sharing

Abstract

This study investigates the impact of transformational leadership (TL) on innovative work behavior (IWB) among employees in Pakistan's IT sector, with digital empowerment and collaborative knowledge sharing as parallel mediators. Drawing upon the Job Demands–Resources (JD-R) theory, the research proposes that TL enhance innovation by fostering both technological autonomy and a collaborative learning culture. Data collected from 327 IT professionals were analyzed using structural equation modeling and Hayes’ Process Model 4. The results reveal that TL significantly influences IWB, both directly and indirectly through the mediating roles of digital empowerment and collaborative knowledge sharing. The study contributes theoretically by integrating leadership and innovation literature within the JD-R framework and offers practical implications for fostering innovation in digitally dynamic work environments. Limitations and future research directions are also discussed.