Abstract:
This study sought to determine public leadership behaviors’ influence on
innovative work behavior within the six metropolitan assemblies in Ghana and the
role of organizational climate in mediating such a nexus. The study adopted a
quantitative approach and the simple random sampling technique was used to
collect data from 314 staff of the Kumasi, Cape Coast, Accra, Sekondi-Takoradi,
Tema and Tamale metropolitan assemblies through self-administered
questionnaires. Partial Least Squares (PLS) structural equation modelling was used
to test the hypothesis postulated. The findings revealed that transformational,
transactional and network governance leadership behaviours had a significant
direct positive effect on employees’ innovative work behaviour. Altruistic and
entrepreneurial leadership had no significant direct influence on employee’s
innovative work behavior. The result of the study also showed a full mediation of
organizational climate on the relationship between altruistic leadership behavior
and employees’ innovative work behavior. With respect to transformational
leadership, the results showed a partial complementary mediation. There was no
significant mediation effect on transactional, entrepreneurial and network
governance. The study concludes that leadership behavior is a determinant of
employees’ innovative behavior and that effect can be increased through an
organizational climate that supports innovation. The study recommends that
training program focuses on developing leadership capacity and stimulating
innovative behavior among employees, and that management work to ensure the
creation of an innovation supportive climate
