THE MEDIATING ROLE OF ADHOCRACY CULTURE IN THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP STYLE AND EMPLOYEES’ INNOVATIVE WORK BEHAVIOR IN VIETNAMESE ENTERPRISES

Abstract

This study analyzes the impact of transformational leadership on employees’ innovative work behavior in Vietnamese enterprises, while clarifying the mediating role of an adhocracy culture. Data were collected from 139 employees across 35 companies in Hanoi. The research findings indicate that when managers are able to communicate a compelling vision for the future, inspire and motivate employees to align with shared goals and values, encourage critical and creative thinking, and provide appropriate support, coaching, and mentoring tailored to individual development needs, they help shape and nurture a culture that values flexibility, innovation, and risk-taking. As a result, employees are more likely to propose new ideas and implement them at work proactively. This study contributes additional empirical evidence on the mechanism through which transformational leadership influences employees’ innovative work behavior in the context of Vietnamese companies, while emphasizing the role of an adhocracy culture in facilitating this process more effectively. The study also suggests that organizations should focus on building and developing transformational leadership capabilities through training programs and leadership development initiatives, while fostering an adhocracy culture to create favorable conditions for encouraging employees’ innovative work behavior.