Organisational justice moderates the link between leadership, work engagement and innovation work behaviour

Abstract

Background: Regional civil servants in Indonesia, especially in the eastern regions, are now required to exhibit innovative work behaviour (IWB) as mandated by national regulations. While transformational leadership (TFL) and work engagement (WE) are believed to foster such behaviour, the impact and the moderating role of organisational justice (OJ) remain underexplored. This study addressed that gap by examining how TFL and WE contribute to IWB development within the context of public sector work, with OJ potentially moderating these relationships.

Aim: This study aimed to determine the direct influence of TFL, WE and OJ on IWB and to analyse the role of OJ as a moderating variable.

Setting: This research was conducted in the eastern region of Indonesia, specifically North Maluku province, in various regional apparatus organisations, and a random sample of 500 people was taken.

Method: This study used structural equation modelling-partial least squares (SEM-PLS) regression analysis as a data analysis method to test the causal relationship and moderation effects of each hypothesis.

Results: The study findings reveal that while TFL and WE directly influence IWB, OJ neither has a direct effect nor serves as a moderating variable.

Conclusion: These findings offer theoretical and practical contributions for Indonesian local governments, emphasising the importance of leadership and engagement in enhancing innovative behaviour at work.

Contribution: This study advances social exchange theory through civil servants’ innovative behaviour, exploring how TFL, WE, and OJ drive innovation. It also empirically tests OJ as a moderator in the relationship between TFL, WE, and IWB.