Determining Variables that Affect Innovative Work Behavior: An Empirical Study at the Ministry of Marine Affairs and Fisheries

Abstract

The Ministry of Maritime Affairs and Fisheries plays an important role in making the sea the future of the nation with three mission pillars, namely the mission of sovereignty, sustainability, and welfare. To realize this missions, the ministry carries out bureaucratic reform and innovates in community service, which depends on the innovative work behavior of its middle managers. This study analyzes the direct effect of transformational leadership and self-determination on innovative work behavior. The mediation roles of person-organization fit and social media usage are also tested. One hundred thirty middle managers were selected as respondents and completed the questionnaire online. The analyzing of this research data was carried out with structural equation modeling. This research output clearly shows innovative work behavior improvement among middle managers. It can be used as a basis for consideration for middle managers in formulating policies related to innovative work behavior by focusing on more appropriate transformational leadership and self-determination, as well as the involvement of person-organization fit and social media usage.

Plain language summary

The Ministry of Maritime Affairs and Fisheries of the Republic of Indonesia has three missions: sovereignty, sustainability, and welfare. To achieve these purposes, the ministry reforms bureaucracy and innovates community service, which depends on its middle managers’ inventive efforts. This study examines the relationship between transformational leadership and innovative work behavior. Also assessed are person organization fit and social media use. 130 middle managers took the online survey. This research data was analyzed via structural equation modeling. This study’s findings provide a clear picture of the development of innovative work behavior among middle managers.

Keywords

transformational leadership self-determination person-organization fit social media usage innovative work behavior process innovation quality jobs effective institution

Introduction

Due to rapid changes in the strategic environment and the rapid expansion of science, technology, communication, and information, the development of the Indonesian bureaucracy confronts a number of obstacles. The Indonesian bureaucracy is required to be more professional in carrying out its responsibilities and fostering the ethos of community development (Rusfiana and Supriatna, 2021). By reflecting on this fact, Indonesia’s marine and fisheries sector must be independent, advanced, strong, and based on national interests to realize its long-term goals. The ministry’s bureaucratic performance is expected to be more effective and efficient through a systematic approach and achieve good governance to create a state apparatus that is clean, professional, responsible, and innovative. This bureaucratic reform was initiated by the Indonesian government with the Presidential Regulation of the Republic of Indonesia Number 81 of 2010 concerning the Grand Design of Bureaucratic Reform 2010 to 2025 One way to accomplish this mission is by fostering the innovative work behavior among the ministry’s middle managers.

These middle managers can achieve exceptional operational efficiency through their capacity to originate ideas and implement them into effective services. Some academics and professionals believe innovative work behavior can contribute to organizational success (Pradhan & Jena, 2019). They also support the fact that innovative work behavior has a major influence on the survival and effectiveness of the organization, which ultimately leads to sustainable organizational development. Middle managers must think creatively and implement innovative ideas to respond appropriately to changes in the work environment. In this setting, middle managers can increase organizational performance by generating creative ideas and using them as building blocks to improve services and work processes as the key to organizational success (Lam et al., 2018).

Transformational leadership is effective in encouraging positive behavior to create significant changes for followers and organizations (Hasib et al., 2020). In addition, transformational leader can generate creativity and motivate followers to engage in innovative work behavior because followers get guidance and inspiration.

Furthermore, self-determination can be important because it includes human motivation based on the need to fulfill basic psychological needs. The level of satisfaction with those needs predicts a person’s positive work outcomes regarding competence, autonomy, and relatedness. These three main psychological needs are necessary to motivate humans independently or intrinsically. Self-determination is individuals’ autonomy to choose how to perform tasks (Bos-Nehles et al., 2017). Motivation is very important for the growth of creativity because it is conducive to conditions of persistence and the growth of newness. The growth of this creativity will directly encourage the growth of innovative work behavior among middle managers. In addition, this study suggests that a high person-organization fit helps middle managers perform beneficial behaviors for the organization and employee innovation which can be one form of this behavior. Person-organization fit is crucial to maintain inspired, flexible, and committed personnel (Afsar and Badir, 2017).

The rapid changes in information technology have made most organizations want to take advantage of the things that lead to the innovative possibilities offered by its use. Some of the innovations made by the Ministry of Marine Affairs and Fisheries of the Republic of Indonesia are related to information technology, such as the web and mobile-based e-Extension application system, the Fast Service Permit Information System, the Follow-up Data Information System for Monitoring Results of the Government Internal Supervisory Apparatus. Along with the development of information technology, the use of social media within the ministry is expected to help carry out work to be inevitable. Social media has been described as a web-based application and collaboration platform that allows for creating, adapting, discussing, and exchanging user-generated content (Aichner & Jacob, 2015). The ministry has used social media a lot for public relations in the form of external communication with the community, making it easier to get feedback from the public. It is also important for communication between middle managers. Today’s organizations increasingly use social media to increase their activities (Braojos et al., 2019). Social media is the modern stream of the revolution since its potential is well-known, and several researchers and experts have done various studies to explain this tremendous media popularity (Khan et al, 2019). Social media presence has penetrated the organization, facilitating communication and previously difficult knowledge work. Garcia-Morales et al. (2018) show that social media usage will enable organizations to become adept at reorganizing resources and acting on various opportunities by encouraging their networks to spread organizational knowledge and innovative work behavior.

This research examines innovative work behavior that is beneficial to be applied in improving employee and organizational performance, which is reflected in the influence of transformational leadership and self-determination. Analyzing the factors that influence innovative work behavior is an important issue because this topic is rarely found in the literature of public service institutions, such as the Ministry of Maritime Affairs and Fisheries in Indonesia. It also responds to study recommendations from Islam et al. (2022) to investigate innovative work behavior in developing countries. This research fills the gap in leadership roles and self-development by paying attention to self-determination when individuals need to carry out continuous innovation for organizational success. In addition, according to previous research, person-organization fit and social media usage can be effective supports to lead to better implementation of innovative work behavior. There are similarities from previous studies, but there is still a lack of attention to orientation at the Ministry of Maritime Affairs and Fisheries in Indonesia.

This study will focus on middle managers because they lead the work implementation, carry responsibility as leaders, facilitate change, and ensure smooth operation. Middle managers also have more opportunities to implement innovative ideas daily. Furthermore, the involvement of middle managers is needed to generate creativity in creating good and appropriate quality work for innovation and organizational effectiveness. Based on the thoughts and empirical facts described previously, this research is designed to improve the innovative work behavior of the middle manager at the Ministry of Marine Affairs and Fisheries of the Republic of Indonesia.

Literature Review

Conceptual Overview

Transformational Leadership

By creating a more effective, targeted, and controlled work environment, leadership becomes important in persuading followers or subordinates to achieve common goals because the influence of leaders can help middle managers achieve company goals (Abadiyah et al., 2020). Transformational leadership is effective in encouraging positive behavior to create significant changes for followers and organizations (Hasib et al., 2020). These leaders can direct organizational strategy, mission, structure, and culture changes to promote products and work innovation (Hasib et al., 2020). They are also known to be more likely to be open-minded and visionary, which can motivate middle managers to work more than expectations (Syabarrudin et al., 2020). The leader will regularly engage followers by providing training and offering feedback as part of a process that ensures followers’ needs are consistent with the organization’s objective to give possibilities for growth and self-actualization (Amankwaa et al., 2019). When these middle managers can recognize growth opportunities, they are more likely to engage in discretionary behavior that benefits the organization and create a future vision that motivates, inspires, persuades, and attracts followers.

Self-Determination

Self-determination itself refers to the ability to identify and achieve goals based on the knowledge and judgment of the individual himself (Field et al., 1997). The concept of self-determination will come from the self-determination theory. It refers to independent motivation based on the values in the minds of middle managers, which will lead to workplace morale and constant attempts to obtain and share information (Wahyudi et al., 2019). Self-determination theory is a theory of motivation that focuses on the psychological needs necessary for growth and the conditions that drive their fulfillment. According to self-determination theory, fulfilling these needs will lead to a higher level of self-motivation than before. According to the notion of self-determination, there are two primary types of motivation: autonomous and controlled (Gagné & Deci, 2005). Self-determination is the autonomy to choose how to perform one’s duties (Bos-Nehles et al., 2017). Thus, it can be concluded that self-determination is a form of someone’s motivation related to one’s ability to fulfill their own psychological needs.

Person-Organization Fit

Person-organization fit refers to the congruence between individual and organizational values, emphasizing the degree to which individuals and organizations share the same qualities and fulfill each other’s requirements (Kristof-Brown & Billsberry, 2013). Person-organization fit is a form of conformity that refers to values, knowledge, abilities, skills, and personalities between individuals and the entire organization (Wahyudi et al., 2019). According to the study, a high person-organization fit is also stated to provide a better understanding of organizational expectations and individual realization of their unique tasks. It is supported by (Afsar and Badir’s (2017) statement that person-organization fit is crucial for sustaining inspired, adaptable, and devoted staff. Explaining a high-performing workforce is intriguing because it demonstrates that individuals and organizations are attracted to each other based on shared values and goals. Therefore, person-organization fit can consider the individual and organizational scope, which helps describe positive employee attitudes and behaviors.

Social Media Usage

Because user activity on social media is motivated more by intrinsic motivators than monetary benefits, the social media setting differs significantly from the corporate context (Cao et al., 2016). Social media are a web-based application and collaboration platform that permits the production, modification, debate, and exchange of user-generated material (Aichner & Jacob, 2015). Social media usage in organizations will benefit from the interactivity, peer support, and quick response provided by tools that social media can use in the workplace, improving the learning environment (El Ouirdi et al., 2015). According to the research, the popularity of social media technology may be due to its flexible access, timely delivery, and cost-effectiveness. Khan et al. (2019) have also stated that social media usage can make employees work effectively and creatively through knowledge transfer. In addition, social media usage will also impact employee outcomes and play a key role in increasing transparency and accountability in public organizations (Picazo-Vela et al., 2016).

Innovative Work Behavior

An employee’s innovative work behavior can be determined when the employee has exceeded the responsibilities and scope of requirements for basic work, which can also involve initiating, realizing, and commercializing new, useful, and creative ideas and solutions (Kustanto et al., 2020). Innovative work behavior is also expressed as a combination of ideas, promotion of thoughts, and implementation of intermittent and interrelated ideas to benefit work roles, work groups, and organizations (Nurjaman et al., 2019). Innovative work behavior results from all thinking and implementation processes that generate new services, products, business processes, or new approaches. Innovative work behavior refers to a series of behaviors introducing new ideas that are relevant and beneficial to create and implement to enhance employee and organizational performance (Wahyudi et al., 2019). In particular, innovative work behavior is all individual actions in the form of creative ideas.

Hypothesis Development

Transformational Leadership and Innovative Work Behavior

Innovative work behavior of middle managers in the workplace depends heavily on interactions with colleagues, supervisors, subordinates, and clients. It is known that one of these valuable interactions leads to innovative ideas and creative work solutions that occur between an employee and his superior (Pradhan & Jena, 2019). Various leadership styles can be applied in an organization, but not all can effectively build innovative work behavior (Setiawan et al., 2020). The study states that transformational leadership influences employee innovation work behavior the most. According to Pradhan and Jena (2019), transformational leadership is a leadership style that leads to an extraordinary performance by connecting middle managers’ self-concepts through organizational missions and encouraging their subordinates to think outside the box. Innovative work behavior is extra-discretionary role performance behavior that is only possible to engage with if transformational leadership affects significant aspects of employee work attitudes (Amankwaa et al., 2019). Transformational leader will give middle managers sufficient freedom, space, and authority to carry out their work (autonomy). It can encourage middle managers to explore new ways of dealing with problems and create meaningful value for innovative work behavior. Transformational leader offers followers an attractive vision by stimulating their intelligence and encouraging them to challenge existing mental models and innovate better solutions to bring positive change that can increase innovative work behavior (Pradhan & Jena, 2019). Transformational leader also leads by example by taking calculated risks and engaging in non-conventional and work behavior innovations that can stimulate innovation among followers. In addition, transformational leader tends to recognize differences in employee strengths and adopt an individual approach that accommodates employee work conditions and personal growth that, eventually, creates a sense of support from the leader. It, in turn, can encourage middle managers to engage in innovative work behavior (Amankwaa et al., 2019). Several empirical studies have reported that transformational leadership positively affects individual, group, and organizational innovation, leading to innovative work behavior (Amankwaa et al., 2019; Pradhan & Jena, 2019). Thus, this study hypothesizes that:

H1: Transformational leadership has a significant effect on innovative work behavior.

Self-Determination and Innovation Work Behavior

Middle managers will be strongly relied upon to continue innovating for organizations to attain competitiveness and quick market changes. With increased pressure to develop new products and services quickly and effectively, organizations will continue to support innovative employee work behavior to sustain and enhance long-term performance (Van Burg et al., 2014). Self-determination theory, where autonomous motivation is founded on the values in the employee’s head, also leads to work ethic and ongoing efforts to obtain and share knowledge with others (Wahyudi et al., 2019). It is regarded to be capable of fostering innovation among middle managers in the organization (Wang & Hou, 2015). According to Bos-Nehles et al. (2017), the effect of autonomy on innovative work behavior can be explained by various theories, especially the self-determination theory. With self-determination, the empowered middle managers are more intrinsically motivated and, in turn, will trigger proactive behaviors such as innovative work behavior. Intrinsic motivation as the effect of self-determination will also positively affect autonomy in innovative work behavior. They further argue that different job groups feel different levels of intrinsic motivation, affecting innovative work behavior (Bos-Nehles et al., 2017). In addition, based on ideas from self-determination theory, proper task composition can help motivate middle managers to undertake complex jobs where they acquire knowledge and skills that help generate and apply new ideas essential to innovative work behavior. Self-determination is very important for the growth of creativity because it creates a conducive condition for positive influence, persistence, and the growth of novelty which will be useful for other aspects of innovative work behavior, such as implementation. Empirical research conducted by Wang et al. (2020) on medical companies shows that the basic psychological needs satisfaction of the self-determinant is positively and significantly related to innovative work behavior. Thus, this study hypothesizes that:

H2: Self-determination has a significant effect on the innovation work behavior.

Person-Organization Fit and Innovative Work Behavior

Middle managers can make choices and deal with constant exchanges about various problems when carrying out innovative work behavior, especially those related to humans. People generally avoid engaging in innovative work behavior when they fear it will cause others to view them negatively. According to Akhtar et al. (2019), person-organization fit can aid in improved socialization, leading to the development of social support for innovation-critical ideas. Person-organization fit can also assist individuals in establishing long-term ties with their organizations, where they are more likely to display behaviors that favor performance results (e.g., increased productivity and innovative work behavior). It is essential since innovative work behavior involves not just initiating an idea but also realizing and commercializing it, which requires a long-term commitment to an individual’s concept. In addition, according to Afsar (2016), person-organization fit refers to the conformity of middle managers’ values, abilities, and needs with the organization’s values, demands, and supplies. It is considered effective in increasing innovative work behavior to stay competitive. Middle managers do not consider this behavior mandatory, but this behavior is very important for all industries (Afsar, 2016). Some studies from Afsar (2016), Afsar and Badir (2017), Akhtar et al. (2019), Pudjiarti and Hutomo (2020) show a positive and significant relationship between person-organization fit and innovation work behavior. Thus, this study hypothesizes that:

H3: Person-organization fit has a significant effect on innovative work behavior.

Social Media Usage and Innovative Work Behavior

Social media refers to internet-based apps that permit the development and distribution of user-generated content (Obar & Wildman, 2015). Social media usage reveals individual factors that can function as things that can help reveal important differences between individuals (Pan et al., 2017). Strengthening social media usage will help exploit work in users’ daily lives and generate more website traffic. In contrast, varied usage will aid job exploration by deploying new features with additional innovations, and can promote user-made innovations, and get more value from users (Pan et al., 2017). Therefore, it will lead to innovative work behavior. Understanding and appreciating innovation in creative work behavior is only possible with a solid concept and supporting infrastructure that facilitates its successful implementation. With the aid of social media, organizations may comprehend market trends, enhance their reputation, innovate and boost their productivity, and recruit and retain middle management (Jiang et al., 2016). The emphasis on social media usage for innovation has been around for a long time. Companies can filter social media content to identify dissatisfaction among middle managers, coworkers, supervisors, and clients. For innovative behavior to be successful, effective communication of innovative business values is a mandatory requirement (Cui et al., 2015). Thus, social media usage can quickly assist in effective, innovative work behavior communication to large segments (Raman & Menon, 2018). The study also stated that social media usage for innovative behavior research was due to their inability to cull large amounts of data, most of which was “noise.” Thus, organizations warn to rely on something other than the number and word cloud as this leads to general ideas while it will miss out on innovative things (Raman & Menon, 2018). Empirical research conducted by Han and Xia (2020) has shown that social media usage positively and significantly affects innovative work behavior. In addition, Saleem et al. (2017) research shows a significant positive relationship between social media usage and innovative behavior. Thus, this study hypothesizes that:

H4: Social media usage has a significant effect on innovation work behavior.

Transformational Leadership and Person-Organization Fit

Transformational leadership is characterized by its propensity to create in its followers a shared identity regarding aims and ideals and a sense of organizational pride by expressing an appealing vision that stresses shared values (Deinert et al., 2015). It will affect followers towards transformational leadership who tend to see the values in line with their organization, not only their leaders but because their values align with a common vision (Raja et al., 2018). Thus, these middle managers typically recognize that they are a part of something larger and, as a result, will identify with the organization, resulting in individual-organizational compatibility. Moreover, transformational leadership can establish a high level of person-organization fit because leaders who are proud of their organization’s past and future can communicate these values to their followers, creating a person-organization fit (Raja et al., 2018). The relationship between transformational leadership and person-organization fit can also be explained by the leader’s ability to manage employee needs. When middle managers are considered individually, they tend to be motivated to acquire further job skills (Bui et al., 2017). Bass and Riggio (2005) suggest that transformational leadership will disseminate approaches such as inspirational motivation to influence employee attitudes towards their work, increase meaning in work, and link work with larger goals (Bui et al., 2017). Therefore, transformational leadership can increase the person-organization fit that middle managers feel. Hence, it is known that transformational leadership inspires followers to challenge the status quo and find innovative solutions to organizational problems, thus creating a high level of person-organization fit in their organizations. Previous studies have concluded that transformational leadership has a positive and significant relationship with the person-organization fit (Chi & Pan, 2012; Raja et al., 2018). Thus, this study hypothesizes that:

H5: Transformational leadership has a significant effect on person-organization fit.

Self-Determination and Person-Organization Fit

Self-determination theory is a motivation theory that states that individuals experience various motivations ranging from controlled motivation to autonomous motivation (Deci et al., 2017). According to Saether (2019), self-determination will result in person-organization fit, which refers to the correlation between a person’s traits and environment. Person-organization fit will pertain directly to the relationship between a person and their organization. It is because person-organization fit encompasses all the compatibility between individuals and organizations that occurs when at least one entity delivers what the other requires and both have similar core features (Saether, 2019). People are more likely to have their basic psychological needs met in an environment that provides appropriate resources, has more suitable personnel experience, and offers greater opportunities (Gabriel et al., 2014). Consequently, persons who perceive a greater fit with their environment are more likely to exhibit a higher level of autonomous motivation, contributing to person-organization fit. An empirical study by Gilal et al. (2019) shows that self-determination positively and significantly affects person-organization fit. Thus, this study hypothesizes that:

H6: Self-determination has a significant effect on person-organization fit.

Transformational Leadership and Social Media Usage

Numerous academics and scientists have conducted studies demonstrating that the popularity of social media is well-known for elucidating this powerful media reputation. Additionally, social media has permeated the organization, facilitating previously difficult organizational communication, and knowledge work (Chang et al., 2015). Good use of social media can be influenced by transformational leadership through the power of motivation and influence that can encourage followers to use social media. Transformational leader will motivate people to put common goals ahead of their self-interests, educate their positive attitudes toward the vision, and facilitate them to expand their thinking strategies to be more creative at work. Transformational leader can encourage followers to use social media to enhance their self-concept and social identification (Chen et al., 2016). A high-quality relationship between followers and leaders with a transformational leadership style will encourage followers to use social media and increase their commitment, impacting follower performance and organizational effectiveness and leaders (Khan et al., 2019). In addition, to boost their social media usage and job commitment, followers of transformational leaders should be urged to be creative in their activities. Additionally, social media can facilitate information transfer, making tasks easier, more creative, and faster (Khan et al., 2019). An empirical study by Khan and Khan (2019) concluded that transformational leadership indirectly affects employee innovation through organizational learning and knowledge sharing and has a direct and significant positive relationship with social media use, task performance, and affective commitment. Thus, this study hypothesizes that:

H7: Transformational leadership has a significant effect on social media usage.

Self-Determination and Social Media Usage

Self-determination refers to social and environmental factors that reflect the assumption that intrinsic motivation, which is the inherent tendency of organisms, is catalyzed (not caused) when individuals are in supportive conditions (Demircioglu, 2018). The study stated that social media usage facilitates the right performance, which can be influenced when improving employee self-determination. The self-determination theory can analyze social media usage’s effect on better work objectives. Social media usage is useful for work purposes and can positively or negatively impact employee attitudes and performance. If social media usage has interesting experiences and engagements, the level of performance important for work results will increase. Likewise, it was found that social media usage can be affected by the user’s self-determination because they tend to have a higher level of satisfaction with the use of social media (Hoffman & Novak, 2012). The function of social media usage is in line with the principle of self-determination because social media usage is linked to work purposes with stakeholders that can increase employee autonomy, competence, and relatedness (Demircioglu, 2018). Empirical research conducted by Masur et al. (2014) concluded that social media Employee usage positively relates to employee satisfaction needs (autonomy, relatedness, and competence) and intrinsic work motivation. The similarity with this research is that both elements of self-determination are intrinsic motivation and social media use. The difference is that the research does not use identified motivation. Thus, this study hypothesizes that:

H8: Self-determination has a significant effect on social media usage.

Mediation Role of Person-Organization Fit

The relationship between transformational leadership and person-organization fit can also be explained by the ability of transformational leader to influence to be open-minded and visionary, which can motivate middle managers to work beyond expectations (Syabarrudin et al., 2020). Raja et al. (2018) show that transformational leadership has a positive and significant relationship with person-organization fit. Furthermore, middle managers with a suitable person-organization fit and broad-minded about their work will feel satisfied and intrinsically motivated to show higher innovative work behavior. In addition, self- determination can also be an important element in influencing person-organization fit, which can be observed from several studies such as those conducted (Gilal et al., 2019) in showing that self-determination has a positive and significant effect on person-organization fit. Self-determination of middle managers will demonstrate a high level of autonomy motivation. They will see if their values align with organizations where they work that enable fulfilling values important to them. Thus, they will be better able to channel innovative work behavior into their work (Jang et al., 2012). The mediating role of person-organization fit on the effect of transformational leadership on innovative work behavior and the effect of self-determination on innovative work behavior has yet to be explicitly researched. It is known that the relationship between these variables has been explored more deeply in the form of fragments. For example, Silverthorne (2004) found that individuals with intermediate value congruence between organization and themselves are more likely to show innovative action. As well as research Varghese (2020) found that value congruence can mediate the relationship between transformational leadership to innovative work behavior. Several other studies place person-organization fit as a mediating variable, such as Afsar and Badir (2017). Thus, this study hypothesizes that:

H9: Person-organization fit significantly mediates the effect of transformational leadership on innovative work behavior.

H10: Person-organization fit significantly mediates the effect of self-determination on innovative work behavior.

Mediation Role of Social Media Usage

The effect of transformational leadership on social media usage can be observed from studies such as those conducted by Khan and Khan (2019), which have shown that transformational leadership indirectly affects employee innovation through organizational learning and knowledge sharing. The research shows transformational leadership has a direct positive relationship with social media usage, task performance, and affective organizational commitment and a positive indirect relationship between social media usage on positive task performance. According to Khan and Khan (2019), social media usage can influence the interaction between transformational leadership and innovative work behavior to strengthen innovative employee behavior by encouraging organizational learning and impacting knowledge sharing. In addition, self-determination demonstrates that perceived autonomy can facilitate the integration of activities into individual values, making individuals feel that social media usage is good and attracting them to find the information they need (Li & Wang, 2018). It is important to pay attention to this because it will help understand how employee attitudes can be improved properly and make middle managers very satisfied and motivated towards innovative work behavior, work better, and work harder (Demircioglu, 2020). Khan and Khan (2019) show the role of social media usage as a mediating variable between transformational leadership and positive performance results. The study shows that transformational leadership has a direct and significant positive relationship with social media usage, task performance, and affective commitment and a significant indirect positive relationship with task performance through social media use. Research Tijunaitis et al. (2019) shows social media usage as a mediating variable for virtuality in the workplace toward social capital. The results show that social media usage is a significant mediator in the relationship between virtuality in the workplace and social capital as a whole (partial mediation). Thus, this study hypothesizes that:

H11: Social media usage significantly mediates the effect of transformational leadership on innovative work behavior.

H12: Social media usage significantly mediates the effect of self-determination on innovative work behavior.

The hypotheses are conceptualized in the following Figure 1.

Figure 1.

Conceptual framework.

Research Method

Research Approach

This research is explanatory research investigating causal relationships in certain phenomena. The phenomenon in this research is the innovative work behavior of middle managers at the Ministry of Maritime Affairs and Fisheries of the Republic of Indonesia, which is associated with transformational leadership, self-determination, person-organizational fit, and social media usage.

Measurement

This study adopted instrument measurement variables from previous studies. The transformational leadership instrument was adopted from Bass and Riggio (2005) consisted of 13 indicators. Furthermore, the self-determination instrument was adopted from Gagné and Deci (2005) consisted of six indicators. Meanwhile, eight indicators to measure person-organizational fit were adopted from Kristof (1996). In measuring the social media usage, this study adopts six indicators from Hu et al., (2017). Finally, the measurement of innovative work behavior was carried out using 12 indicators (De Jong & Den Hartog, 2010).

Data and Sample Collection Techniques

Data collection was done in August 2020 to January 2021 through questionnaires. The use of this technique was to obtain primary data from respondents as research subjects regarding the variables being measured. The questionnaires focused on respondents’ perceptions of items related to transformational leadership, self-determination, person-organization fit, social media usage, and innovative work behavior. The population of this research is the middle managers who work at the head office of the Ministry of Marine Affairs and Fisheries of the Republic of Indonesia, with a population of 130 middle managers. In this case, the middle manager includes the position of Head of Division of 82 people, and Head of Subdirectorate of 48 people. This study uses sampling techniques through total samples for data collection. The number of samples used in this study is the same as the population.

Data Analysis Techniques

The method of analysis used in this study to analyze the empirical data includes descriptive and inferential statistical analysis. Descriptive statistical analysis is intended to determine the frequency distribution of answers from the questionnaire results. Meanwhile, inferential statistical analysis focuses on the field of analysis and interpretation of data to improve conclusions. The inferential statistical method used in this data analysis is Structural Equation Modeling (SEM).

Results

The variable assessment was carried out by the Ministry of Marine Affairs and Fisheries middle managers by answering various statements in the questionnaire.

Table 1 shows four demographic variables that show data as Gender, Age, Education, and Years of Work.

Table 1.

Demographic Characteristics.

N = 130		Frequency	Percentage
Gender	Male	98	75.4
Gender	Female	32	24.6
Age	20–30 Years old	12	9.3
	31–40 Years old	56	43.0
	41–50 Years old	48	36.9
	>50 Years old	14	10.8
Recent Education	Diploma	0	0
	Bachelor	80	61.6
	Master	46	35.4
	Doctoral	4	3.0
Tenure	1–2 Years	0	0
	3–4 Years	2	1.6
	5–6 Years	9	6.9
	7–8 Years	9	6.9
	>8 Years	110	84.6

Based on Table 2, it is known that the results of the convergent validity and reliability test in this study have shown that all indicators have met the research requirements, and it is stated that all indicators in this study affect the latent variables used. It can occur because the validity and reliability test results have met the validity and reliability requirements for the study (<a = .05 regression weight on factor loading and >.70 on CR).

Table 2.

Validity and Reliability Test.

Variables	Indicator(s)	Factor loading					Construct Reliability
Transformational leadership (X1)	X1.1	.512					.899
	X1.2	.708
	X1.3	.757
	X1.4	.557
	X1.5	.716
	X1.6	.711
	X1.8	.566
	X1.9	.740
	X1.10	.721
	X1.11	.630
	X1.12	.683
	X1.13	.520
Self-determination (X2)	X2.1		.897				.844
	X2.2		.867
	X2.3		.565
	X2.4		.651
	X2.5		.507
	X2.6		.600
Person-organization fit (Z1)	Z1.1			.524			.831
	Z1.2			.659
	Z1.3			.502
	Z1.4			.723
	Z1.5			.529
	Z1.6			.748
	Z1.7			.515
	Z1.8			.713
Social media usage (Z2)	Z2.1				.652		.789
	Z2.2				.613
	Z2.3				.760
	Z2.4				.569
	Z2.5				.572
	Z2.6				.546
Innovation work behavior (Y)	Y1					.611	.832
	Y2					.506
	Y4					.658
	Y5					.727
	Y6					.504
	Y7					.566
	Y9					.537
	Y10					.612
	Y11					.512
	Y12					.507

Table 3 shows the complete results for testing the normality of data on all research variables used. It explains the significance level of five percent (5%), then the C.R. value, which is between −1.96 and 1.96, is said to be normally distributed, univariate, and multivariate data.

Table 3.

Normality Assessment.

Indicator(s)	Min	Max	Skew	C.R.	Kurtosis	C.R.
X1.1	3.000	5.000	.342	1.592	−0.747	−1.739
X1.2	3.000	5.000	.066	0.309	−0.431	−1.002
X1.3	3.000	5.000	.017	0.077	−0.172	−0.400
X1.4	3.000	5.000	.209	0.974	−0.633	−1.473
X1.5	3.000	5.000	.107	0.497	−0.599	−1.395
X1.6	3.000	5.000	.027	0.127	−0.448	−1.042
X1.8	3.000	5.000	.183	0.850	−0.619	−1.442
X1.9	3.000	5.000	.117	0.545	−0.493	−1.147
X1.10	3.000	5.000	.560	0.726	−0.602	−1.401
X1.11	3.000	5.000	.020	0.474	−0.455	−1.059
X1.12	3.000	5.000	.156	0.726	−0.602	−1.401
X1.13	3.000	5.000	.178	0.828	−0.794	−1.847
X2.1	3.000	5.000	−.086	−0.401	−0.418	−0.973
X2.2	3.000	5.000	−.093	−0.433	−0.544	−1.266
X2.3	3.000	5.000	.055	0.255	0.502	1.169
X2.4	3.000	5.000	−.330	−1.538	−0.818	−1.903
X2.5	3.000	5.000	−.123	−0.572	−0.486	−1.132
X2.6	3.000	5.000	−.236	−1.100	−0.642	−1.495
Z1.1	3.000	5.000	−.024	−0.113	−0.229	−0.532
Z1.2	3,000	5.000	−.025	−0.118	0.164	0.381
Z1.3	3.000	5.000	.003	0.012	0.095	0.221
Z1.4	3.000	5.000	.000	0.000	−0.292	−0.679
Z1.5	3.000	5.000	.006	0.030	0.021	0.049
Z1.6	3.000	5.000	.134	0.624	−0.710	−1.652
Z1.7	3.000	5.000	.015	0.071	0.016	0.037
Z1.8	3.000	5.000	.013	0.060	−0.346	−0.805
Z2.1	3.000	5.000	−.107	−0.497	−0.450	−1.046
Z2.2	3.000	5.000	.080	0.374	−0.616	−1.433
Z2.3	3.000	5.000	−.013	−0.060	−0.346	−0.805
Z2.4	3.000	5.000	.073	0.339	0.940	1.149
Z2.5	3.000	5.000	−.001	−0.007	−0.111	−0.259
Z2.6	3.000	5.000	.107	0.497	−0.599	−1.395
Y1	3.000	5.000	−.011	−0.052	−0.249	−0.581
Y2	3.000	5.000	−.110	−0.512	−0.446	−1.038
Y4	3.000	5.000	.110	0.512	0.087	0.202
Y5	3.000	5.000	−.107	−0.497	−0.599	−1.395
Y6	3.000	5.000	−.068	−0.315	−0.375	−0.873
Y7	3.000	5.000	−.079	−0.366	−0.474	−1.104
Y9	3.000	5.000	−.029	−0.136	−0.296	−0.690
Y10	3.000	5.000	.034	0.158	−1.058	−2.461
Y11	3.000	5.000	−.120	−0.559	−0.678	−1.578
Y12	3.000	5.000	−.055	−0.257	−0.330	−0.768
Multivariate					20.340	1.864

Table 4 shows the p-value of the exogenous variables: transformational leadership (X1) with self-determination (X2), .082. The p-value of the exogenous variables relationship >.05, so it can be said that there is no multicollinearity problem in the analyzed data.

Table 4.

Multicollinearity Assessment.

Exogenous variables			Estimate	SE	Critical ratio	p
Transformational Leadership (X1)	<–>	Self-Determination (X2)	.070	.040	1.750	.082

Based on Table 5, the outlier test results in this study are presented at Mahalanobis distance or Mahalanobis d-squared. Mahalanobis value > Chi-square table or p1-value < .001 is said to be an outlier observation. This study had no outlier data, as shown in the table containing the top 10 data.

Table 5.

Mahalanobis Distance.

Observation number	Mahalanobis d-squared	p1	p2
118	75.851	.001	.129
79	73.835	.002	.022
125	71.921	.003	.006
44	69.025	.005	.006
106	68.966	.005	.001
107	68.782	.006	.000
19	67.205	.008	.000
56	65.651	.011	.000
16	65.302	.012	.000
8	63.120	.019	.000

Table 6.

Model Testing Results.

Criteria	Cut-off value	The calculation results	Result(s)
Significance probability	≤0.05	0.000	Good fit
RMSEA	≤0.08	0.073	Good fit
GFI	≤0.90	0.865	Marginal fit
CMIN/DF	≤2.00	1.871	Good fit
TLI	≤0.90	0.944	Good fit
CFI	≤0.90	0.955	Good fit

Note. Based on Table 6 shows the results of testing the goodness of overall fit model with the AMOS version 26 program. Seven criteria are used to assess the feasibility of a model used. The test results show that some model goodness-of-fit criteria have been met. So, the structural model that is arranged is acceptable or means that it shows a match between the model and the data.

Table 7 and Figure 2 show that the path coefficient is positive (indicating a unidirectional change), and if the critical ratio value > 1.96 and the probability of significance (p) > .05, it is declared to have a significant effect.

Table 7.

The Results of Testing Direct Effect.

Hypothesis	Standardized coefficient	Critical ratio	Prob.	Result(s)
X1 → Y	0.262	2.212	.028	Significant (H1 accepted)
X2 → Y	0.212	1.171	.241	Not significant (H2 rejected)
Z1 → Y	0.380	1.228	.219	Not significant (H3 rejected)
Z2 → Y	0.241	2.089	.037	Significant (H4 accepted)
X1 → Z1	0.627	4.531	.000	Significant (H5 accepted)
X2 → Z1	0.450	3.748	.000	Significant (H6 accepted)
X1 → Z2	0.360	2.958	.003	Significant (H7 accepted)
X2 → Z2	0.399	3.507	.000	Significant (H8 accepted)

Note. X1: Transformational Leadership; X2: Self-Determination; Z1: Person-Organization Fit; Z2: Social Media Usage; Y: Innovative Work Behavior.

Figure 2.

Path coefficient.

Discussion

After being processed with the analytical techniques used, the result of hypothesis testing showed that transformational leadership had a positive and significant effect on the innovative work behavior . In line with previous studies, transformational leadership affect innovation positively at the individual, group, and organizational levels, leading to innovative work behavior (Amankwaa et al., 2019; Pradhan & Jena, 2019). The result showed that transformational leadership at the Ministry of Marine Affairs and Fisheries led to performance that exceeded expectations by linking the self-concept of middle managers through organizational missions and encouraging their subordinates to think outside the box and display innovative work behavior. Transformational leadership also provided middle managers with sufficient freedom and space, and authority to carry out their work to explore new ways to deal with problems and create meaningful value for innovative work behavior.

Next result showed that self-determination had a positive and insignificant effect on the innovative work behavior of the middle managers. It indicated that the idea of self-determination theory could not significantly motivate middle managers to generate and implement new ideas, which are important for innovative work behavior.

Furthermore, person-organization fit showed a positive and insignificant effect on the innovative work behavior. It was not in line with the prior studies (Afsar, 2016; Afsar & Badir, 2017; Akhtar et al., 2019; Pudjiarti & Hutomo, 2020), which showed a positive and significant relationship between person-organization fit and innovative work behavior. It indicated that person-organization fit could not significantly foster better socialization to support ideas needed for innovative work behavior It was stated that the innovative work behavior of the middle managers at the Ministry of Marine Affairs and Fisheries could be supported by other things.

The hypothesis testing results showed that social media usage had a positive and significant effect on the innovative work behavior. It aligned with previous empirical study conducted by Han and Xia (2020), which showed that social media usage positively and significantly affected innovative work behavior. In addition, the research by Saleem et al. (2017) also showed a significant positive relationship between social media usage and innovative behavior. Social media usage was found to assist middle managers understand public opinion, improve reputation, innovate and increase productivity, and form effective communication important for innovative work behavior.

Next, transformational leadership had a positive and significant effect on the person-organization fit . It aligned with previous studies conducted Raja et al. (2018) and Chi and Pan (2012), which resulted in the conclusion that transformational leadership had a positive and significant relationship with person-organization fit. The result indicated that transformational leadership tended to see values that aligned with their organizations, either because of the leaders or common visions. Thus, the middle managers realized that they were part of the organizations that lead to person-organization fit.

The following showed that self-determination positively and significantly affected the person-organization fit. It aligns with studies conducted by Gilal et al. (2019) and Saether (2019), which has shown that self-determination positively and significantly affects person-organization fit. The results of this study indicate that self-determination leads to the person-organization fit of the middle managers at the Ministry of Marine Affairs and Fisheries concerning the correspondence between a person’s characteristics and their environment. The person-organization fit of middle managers is specifically concerned with the relationship between an individual and their organization which includes all the compatibility between people and organizations that occurs when at least one entity provides what the other needs and they have similar fundamental characteristics.

The results of hypothesis testing show that transformational leadership has a positive and significant effect on social media usage. It is in line with previous research by Khan and Khan (2019), which concluded that transformational leadership indirectly influences personnel innovation through organizational learning and knowledge sharing and has a direct and significant positive relationship with social media usage. The results of this study indicate that a high-quality relationship between followers and leaders at the Ministry of Maritime Affairs and Fisheries with a transformational leadership style will encourage middle managers to take advantage of social media usage.

In addition, self-determination positively and significantly affects the social media usage . In line with previous research conducted by Masur et al. (2014), the conclusion is that social media usage by middle managers is positively related to employee satisfaction needs (autonomy, relatedness, and competence) and intrinsic work motivation. The results of this study indicate that social media usage will be in line with the principle of self-determination by middle managers so that social media usage is linked for work purposes with stakeholders that can increase the autonomy of middle managers in the Ministry of Marine Affairs and Fisheries.

The results of hypothesis show that the indirect effect of transformational leadership on innovative work behavior through the person-organization fit shows an insignificant value. It shows that the effect of transformational leadership on innovative work behavior through person-organization fit has a less significant or insignificant effect. It is because although the results of the effect of transformational leadership on person-organization fit show a significant value which can be seen from the significance value, but the effect of person-organization fit on innovative work behavior shows the insignificant value which can be seen from the significance value. The results of this study indicate that transformational leadership towards innovative work behavior can be formed well for middle managers at the Ministry of Marine Affairs and Fisheries without having them through person-organization fit or through the conformity between individual values and organizational values.

The results of hypothesis testing show that the indirect effect of self-determination on innovative work behavior through the person-organization fit have insignificant value. It shows that the effect of self-determination on innovative work behavior through person-organization fit has a less significant or insignificant effect. It is because although the result of the effect of self-determination on person-organization fit shows a significant value, but the effect of person-organization fit on innovative work behavior shows an insignificant value. The results of this study indicate that the self-determination of the middle managers at the Ministry of Marine Affairs and Fisheries is not able to provide a good influence on innovative work behavior even though it is through a person-organization fit.

The results of hypothesis testing show that the indirect effect of transformational leadership on innovative work behavior through social media usage shows a significant value. It can be seen based on Table 8, which shows the significance or p-value of transformational leadership towards social media usage through person-organization fit, it shows that the effect of transformational leadership on innovative work behavior through person-organization fit has a real or significant effect. The results of this study indicate that the social media usage of middle managers can influence the interaction between transformational leadership and the influence on innovative work behavior, with the aim of strengthening the innovative behavior of middle managers by encouraging organizational learning and impacting knowledge sharing well.

Table 8.

The Results of Testing Indirect Effect.

Hypothesis	Standardized coefficient	Critical ratio	Prob.	Result(s)
X1 → Z1 → Y	0.138	1.183	.237	Not significant (H9 rejected)
X2 → Z1 → Y	0.090	1.165	.244	Not significant (H10 rejected)
X1 → Z2 → Y	0.152	2.881	.004	Significant (H11 accepted)
X2 → Z2 → Y	0.107	2.932	.003	Significant (H12 accepted)

Note. X1: Transformational Leadership; X2: Self-Determination; Z1: Person-Organization Fit; Z2: Social Media Usage; Y: Innovative Work Behavior.

Table 8 shows the path coefficient is positive (indicating a unidirectional change), and if the critical ratio value > 1.96 and the probability of significance (p) > .05, it is declared to have a significant effect.

The results of hypothesis testing show that the indirect effect of self-determination on innovative work behavior through social media usage shows a significant value. It shows that the effect of transformational leadership on innovative work behavior through person-organization fit has a real or significant effect. The results of this study indicate that the self-determination of the middle managers will demonstrate a perceived autonomy that can facilitate the integration of activities into the values of the middle managers which can create a perceived relatedness and make them feel that social media usage is good and attracts them to find the information they need. Thus, the attitude of the middle managers at the Ministry of Marine Affairs and Fisheries can be improved properly and make them very satisfied and motivated towards innovative work behavior.

Conclusions and Implications

Conclusion

In various innovations to provide the best service for the community/public in Indonesia, the Ministry of Marine Affairs and Fisheries is, of course, very dependent on the innovative work behavior of its middle managers. The results of this study can realize innovative work behavior precisely through the variables used and give the right influence to produce creativity in creating good quality work appropriate to innovation and organizational effectiveness.

Implications

The findings of this study can be used by management to develop an acceptable innovation process connected to giving the community or public the finest service possible. This study can also be used as a guideline to measure the impact of transformational leadership and self-determination on person-organization fit, social media usage, and innovative work behavior based on the discussion and findings given in this study. The outcomes also showed that transformational leadership stimulates innovation behavior by encouraging middle managers to think creatively and in novel, inventive ways. Social media is also recognized to promote the development of innovative behavior. The organization’s social media users will benefit from the peer support, interaction, and quick responses offered by social media. The Ministry of Marine Affairs and Fisheries can benefit from social media technology’s capabilities because so many data sources are available from interactions with individuals, organizations, and other public agencies. Government agencies’ ability to use social media will also promote service offerings, sources of solutions for societal issues, and public policy.

Practically it is important for organizations to understand the things that can encourage innovative work behavior among middle managers and other employees. Paying attention to the application of better transformational leadership is one of the supporters for the creation of innovative work behavior. Based on the results of this study, it has been proven that transformational leadership can influence innovative work behavior. Transformational leadership is known to encourage creative thinking of middle managers to reconsider old ways and change them into more innovative ways. In addition, transformational leadership also offers an interesting vision to his subordinates by stimulating their intelligence. Its can be done by encouraging middle managers and other employees to innovate through better solutions to bring about positive change. Therefore, this research confirms that transformational leaders are leaders who are able to set an example by practicing what they convey by taking calculated risks to engage in creative and unconventional behaviors. The role of self-determination is positive for middle managers and other employees within the Ministry of Maritime Affairs and Fisheries of the Republic of Indonesia. The self-determination paradigm has demonstrated the role of motivational theories that focus on the psychological needs necessary for growth and the conditions that promote better individual fulfillment. According to the self-determination theory, meeting these needs will lead to a higher level of self-motivation.

Then this research also confirms the antecedent that encourages innovative work behavior directly is social media usage. The use of social media technology in organizations is beneficial in increasing interactivity, peer support, and quick response to an issue. This research proves that social media technology enables the productivity of public services through search capabilities and allows individuals to find resources and knowledge efficiently, and is able to connect employees and communities to develop social networks. Social media usage is also known to enable individuals and organizations to share and filter information efficiently. A collection of social media technologies useful for interactions between organizations and society with innovative growth potential. Organizations can take advantage of the technological capabilities of social media because many sources of data are available from interactions with citizens, businesses, and other public administrations.

Limitations and Directions for Future Research

This research has certainly been conducted to the best of knowledge and ability. But there are some limitations that can be considered for further research. In this study, variables are only measured from the perspective of the middle manager and one time only. Therefore, further research needs to use a time-lagged mechanism to collect data from various sources to minimize common method bias. Then this research is limited to transformational leadership, self-determination, person-organization fit social media usage, and innovation work behavior variables. Future research can also add other variables that have the potential to more comprehensively explain innovation work behavior such as trust, psychological empowerment, justice, and perceived organizational support. In addition, further research also needs to examine the role of moderating variables that contribute to strengthening innovative work behavior.

Footnotes

Appendix

Transformational leadership

01. Confidence of subordinates (X1.1)
02. Pride of subordinates (X1.2)
03. Proximity of subordinates (X1.3)
04. Interesting description (X1.4)
05. Confidence that the goal is achieved (X1.5)
06. Finding the meaning of work (X1.6)
07. Showing a sense of optimism (X1.7)
08. Allowing new ways (X1.8)
09. Providing new ways (X1.9)
10. Thinking of new ideas (X1.10)
11. Personal attention (X1.11)
12. Developing subordinates’ strengths (X1.12)
13. Paying attention to subordinates’ uniqueness (X1.13)
Self-determination

1. Enjoy doing work (X2.1)
2. Exciting work (X2.2)
3. Interesting work (X2.3)
4. Importance in doing work (X2.4)
5. Work in line with personal values (X2.5)
6. Personal meaning to work (X2.6)

Person-organization fit

1. Conformity of self-worth with the institution (Z1.1)
2. Maintaining value conformity (Z1.2)
3. Congruence of goals with colleagues (Z1.3)
4. Goal compatibility with leaders (Z1.4)
5. Compatibility with institutional structure (Z1.5)
6. Compatibility with institutional systems (Z1.6)
7. Compatibility of personal characteristics with institutional climate (Z1.7)
8. Compatibility of personal characteristics with institutional culture (Z1.8)

Social media usage

1. Finding and disseminating information (Z2.1)
2. Getting information (Z2.2)
3. Participating in work events (Z2.3).
4. Communicating with colleagues (Z2.4)
5. Using social networks at work (Z2.5)
6. Tools for socializing at work (Z2.6)

Innovative work behavior

01. Looking for new ways (Y1)
02. Developing service improvement (Y2)
03. Developing ideas (Y3)
04. Problem solving innovation (Y4)
05. Creativity of new ideas (Y5)
06. Innovative solutions (Y6)
07. New methods in the work environment (Y7)
08. Convincing to support the idea (Y8)
09. Enthusiasm for new ideas (Y9)
10. Offering unique services (Y10)
11. Promoting new services (Y11)
12. Applying the latest technology (Y12)

Declaration of Conflicting Interests

The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Funding

This study was supported by a grant from Universitas Airlangga through the Penelitian Unggulan Airlangga (Airlangga Excellence Research) scheme, as part of the Airlangga Research Fund 2024, under grant number 359/UN3.LPPM/PT.01.03/2024, awarded to Anis Eliyana. The funding organization had no role in the study’s design, data collection and analysis, decision to publish, or manuscript preparation.

ORCID iDs

Anis Eliyana

Andika Setia Pratama

Nurul Liyana Mohd Kamil

Data Availability Statement

Data related to this article is available and can be obtained through the corresponding author upon reasonable request.

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