The dynamics of leadership on innovative behavior: A study of Indonesia’s non-metallic minerals industry

Aim/purpose – The purpose of this paper is to investigate the impact of transformational leadership (TL) on innovative work behavior (IWB) among middle management in the non-metallic mineral products industry, focusing on job crafting (JC) and knowledge-sharing behavior (KSB) as mediating factors. Design/methodology/approach – Employing a cross-sectional design, this study investigated the non-metallic minerals industry in Indonesia through a deductive approach. Data was collected from an online survey of 237 middle management personnel. A partial least squares SEM and mediation analysis using the bootstrap method were used for the data analysis. Findings – The study reveals that TL significantly enhances KSB and IWB among middle management in the non-metallic minerals industry. However, JC did not considerably affect IWB and did not mediate the TL-IWB relationship, challenging the established paradigms. These results underscore the complex dynamics between leadership, innovation, and JC, highlighting the need for further research into contextual factors that influence these relationships and the pivotal role of KSB in driving IWB. Research implications/limitations – This study enhances the social exchange theory (SET) by examining the interplay between TL, JC, KSB, and IWB in Indonesia’s non-metallic minerals sector. Practical insights include leadership training for fostering innovation and embedding knowledge sharing into daily routines to enhance innovations among middle management. Originality/value/contribution – This research offers novel insights into the intricate roles of TL, JC, and KSB in fostering IWB within the Indonesian non-metallic minerals sector. It challenges the existing paradigms about JC roles, highlighting the conditional influences of organizational context and leadership dynamics on IWB.