Connecting the dots between transformational leadership and innovative work behaviour among hotel employees: the role of organisational and community embeddedness

Based on the Conservation of Resources and the Job Embeddedness theories, our paper sought to examine how employee organisational and community embeddedness mediate the relationship between transformational leadership behaviours and employee innovative work behaviour. Data was collected from 312 employees from 12 hotels in Ghana. Using structural equation modelling techniques to analyse the data, we found that transformational leadership behaviours positively influence hotel employees' organisational and community embeddedness. We also found that employee organisational and community embeddedness stimulate their innovative work behaviour. Interestingly, transformational leadership behaviours by immediate supervisors/managers were statistically found not to relate to hotel employees' innovative work behaviour. We offer some theoretical and practical implications, as well as limitations and opportunities for future research.