The Effect of Empowering Leadership and Organizational Justice on Innovative Work Behavior through Knowledge Sharing as a Mediating Variable at the State Civil Service Agency of the Republic of Indonesia

Abstract

This research examines the influence of empowering leadership and organizational justice on innovative work behavior among millennial civil servants at the National Civil Service Agency (BKN) of Indonesia, with knowledge sharing as a mediating variable. The research is grounded in the increasing demand for innovation within public sector organizations, particularly in the context of bureaucratic reform and digital transformation.  The research aims to analyze the direct effects of empowering leadership and organizational justice on innovative work behavior and knowledge sharing, examine the direct effect of knowledge sharing on innovative work behavior, and test the mediating role of knowledge sharing in the relationships between empowering leadership and organizational justice toward innovative work behavior.  The research employed a quantitative approach using a survey method, with data collected from millennial employees in the BKN environment. The variables analyzed include empowering leadership, organizational justice, knowledge sharing, and innovative work behavior. Knowledge sharing is positioned as a mediating mechanism that explains how leadership practices and perceived fairness within the organization contribute to the development of innovative work behavior. Data are analyzed using inferential statistical techniques to test the proposed relationships among variables. The findings are expected to provide empirical evidence on the role of leadership style and organizational fairness in fostering employee innovation behavior through collaborative knowledge exchange. This research is expected to contribute to the development of human resource management theory in the public sector and provide practical insights for improving leadership practices and organizational policies in supporting innovation-driven performance among civil servants.