The Influence of Transformational Leadership and Employee Well-Being on Innovative Performance through Employee Engagement as A Mediating Variable in Hospital X
DOI:
https://doi.org/10.38035/sjam.v4i2.1071Keywords:
Employee Well-Being, Employee Engagement, Hospital, Innovative Performance, Transformational LeadershipAbstract
Healthcare organizations are expected to continuously develop innovations that improve service quality and respond to changing patient needs. This challenge remains evident at Hospital X in Bandung, where employees' innovative performance has not yet reached the expected level. Transformational leadership, employee well-being, and employee engagement are considered factors that may encourage innovative work performance. The study examines the effects of transformational leadership and employee well-being on innovative performance, with employee engagement serving as a mediating variable. A quantitative explanatory approach was employed involving 120 permanent employees selected through proportionate stratified random sampling. Data was analyzed with SEM-PLS. The proposed model is expected to demonstrate that transformational leadership and employee well-being positively influence employee engagement and innovative performance. Employee engagement is also expected to mediate the relationship between independent variables and innovative performance. The findings are expected to provide practical recommendations for hospital management in strengthening leadership practices, improving employee well-being, and fostering a work environment that supports service innovation.
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