The Influence of Knowledge Sharing, Transformational Leadership, and Self-Efficacy on Teachers’ Innovative Work Behavior in XYZ School Cikarang
Abstract
The purpose of this paper is to examine teachers’ Innovative Work Behavior (IWB) through the integration of knowledge sharing, transformational leadership, and self-efficacy underpinned by the Social Cognitive Theory framework. Previous literature reveals a significant gap in the educational sector, as prior studies predominantly examine these behavioral, environmental and personal factors in isolation, resulting in inconsistent empirical findings regarding their individual impact on IWB. Driven by the institutional necessity to systemize localized innovative initiatives at the kindergarten to elementary level, this study analyzes the concurrent effects of these variables within unified triadic framework. Employing a quantitative approach with Partial Least Squares Structural Equation Modeling (PLS-SEM) on a census of 36 teachers at XYZ School Cikarang, the empirical results indicate that the integrated model explains 80.6% of the variance in IWB (R2 = 0.806). Transformational leadership exerts the strongest predictive effect, followed by knowledge sharing and self-efficacy. This study offers critical insight for educational administrators aiming to transition from fragmented individual initiatives toward an institutionalized innovative culture demonstrating that a structured psychologically safe ecosystem is paramount to sustaining organizational innovation.
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