Akademik Veri Yönetim Sistemi
CURRENT PSYCHOLOGY, cilt.45, sa.2, ss.1-28, 2026 (Scopus)
Despite the growing body of research on innovative workplace behaviors (IWB)—a set of positive and change-oriented behaviors linked to transformational leadership (TL)—empirical findings remain mixed. While some studies report positive relationships, others report negative or nonsignificant results. To address these inconsistencies, this meta-analysis draws on Social Exchange and Self-Determination theories and adopts a multistage approach that clarifies when and how TL is associated with IWB by examining cultural contingencies (i.e., cultural configuration and uncertainty avoidance) through moderator analyses and testing psychological mechanisms (i.e., motivational, relational, and collaborative) using meta-analytic structural equation modeling (MASEM). A correlation-based meta-analysis (k = 174, N = 74,323) revealed a positive and significant overall effect for the TL-IWB relationship. Moderator analyses also showed that the overall effect size of the TL–IWB relationship was larger in studies conducted in vertical-collectivist cultures (e.g., Asian) and in cultures with high uncertainty avoidance. Furthermore, MASEM results showed that trust in the leader, as one of the relational mechanisms, fully mediated the TL–IWB link, while leader–member exchange (LMX) partially mediated it. Motivational mechanisms (psychological empowerment, work engagement, and intrinsic motivation) and collaborative mechanisms (psychological safety and knowledge sharing) partially mediated the link between TL and IWB. Collectively, these findings suggest that TL is associated with higher levels of IWB not only through culturally contingent leadership–follower dynamics but also through psychological, motivational, and relational pathways. Managerial implications, further research directions, and limitations are also provided.