Can learning organizational culture lead to innovative behavior: understanding the role of employee well-being and transformational leadership

Purpose This study aims to explore the impact of learning organizational culture on innovative behavior, emphasizing the mediating role of employee well-being and the moderating role of transformational leadership, grounded in social cognitive theory. Design/methodology/approach Data were collected from 433 bank employees through random sampling to ensure a representative sample. The hypotheses were tested using AMOS & SPSS. Findings The results indicate that learning organizational culture significantly promotes innovative behavior among employees, with employee well-being acting as a key mediator in this process. Furthermore, transformational leadership was found to amplify the positive relationship between employee well-being and innovative behavior, demonstrating its crucial moderating effect. Originality/value This research offers novel contributions by applying social cognitive theory to unravel the complicated interplay between learning organizational culture, employee well-being and innovative behavior. The findings provide valuable practical implications for organizations aiming to enhance innovation through strategic leadership development and the cultivation of a positive learning organizational culture. By addressing these elements, companies can better support employee well-being and creativity, ultimately driving organizational success and competitive advantage in the banking sector.