ROLE OF SHARED LEADERSHIP TO PROMOTE INNOVATIVE WORK BEHAVIOR: EVIDENCE FROM BANKING SECTOR

Abstract

Empirical research on the effects of Shared Leadership on Innovative Work Behavior is currently lacking, particularly when examined through the lens of Knowledge Sabotage. This study used Knowledge Sabotage as a mediator and Conscientiousness as a moderator variable to determine how Shared Leadership influences Innovative Work Behavior? A quantitative and cross sectional research methodology was employed to gather primary data from 287 employees who worked at different banks in Pakistan. SPSS and SMART PLS were used for data analyses. The proposed mediation and moderation effects were tested using regression analysis and Hayes' PROCESS (Model 4). The results showed that Innovative Work Behavior is significantly impacted by Shared Leadership. This study advances our knowledge of the dynamics of leadership in the banking industry and provides practical guidance for creating leadership strategies that reduce harmful knowledge practices and foster innovation.