The Role of Mediation Readiness to Change in the Relationship between Transformational Leadership and Organizational Culture on Innovative Work Behavior of Employees: A Conceptual Analysis
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Abstract
The acceleration of technology and the need for continuous transformation make innovative employee behavior a key determinant of organizational sustainability. The success of this innovation is influenced not only by transformational leadership and organizational culture, but also by individual psychological readiness (readiness to change) in the face of change. This article develops an integrative conceptual framework to examine the mediating role of readiness to change in the relationship among transformational leadership, organizational culture, and innovative work behavior. Based on a systematic literature review (2019–2025), and based on a series of hierarchical regressions, the study hypothesizes that transformational leadership and adaptive culture foster cognitive, affective and behavioral staff commitment to change, so triggering innovation. Theoretically, this study positions readiness to change as a psychological mechanism that bridges the influence of organizational context on individual innovation. In practice, this framework serves as a guide for organizations to design leadership, cultural, and change-management interventions to support sustainable innovation.
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