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Abstract : The low level of innovative work behaviour at PPSDM Regional Yogyakarta is reflected in the institution’s 2024 accreditation result, which was rated at the one-star category, as well as the limited contribution of new ideas from employees. This condition highlights the importance of understanding internal organizational factors that can foster IWB, particularly the roles of transformational leadership, organizational support, and work engagement. This study aims to analyze the effects of transformational leadership and perceived organizational support on innovative work behaviour and to examine the mediating role of work engagement among civil servants at PPSDM Regional Yogyakarta. A quantitative approach was employed using a survey method, involving 108 civil servants. Data were analyzed using Partial Least Square–Structural Equation Modeling (PLS-SEM). The findings indicate that transformational leadership and perceived organizational support directly influence IWB. Both variables also have a positive and significant effect on work engagement. Furthermore, work engagement was found to have a positive and significant impact on IWB. Work engagement also significantly mediates the effects of transformational leadership and perceived organizational support on IWB. These results emphasize that work engagement serves as a key mechanism linking leadership and organizational support to employees’ innovative behaviour. Enhancing employees’ IWB cannot be achieved solely through transformational leadership or organizational support; instead, strengthening work engagement as a central mediator is essential. Organizations need to foster employee involvement by improving support, appreciation, and the consistency of policies to build a sustainable innovation culture in the workplace.
Sulistyaningrum et al. (Wed,) studied this question.