The Impact of Leaders' Digital Empowerment Practices on Employee Innovation Performance: The Mediating Role of Job Redesign
DOI:
https://doi.org/10.54097/wm1azt39Keywords:
Digital Empowerment Practices, Work Redesign, Employee Performance.Abstract
Against the backdrop of corporate digital transformation, this study examines the influence mechanism of leaders' digital empowerment behaviors on employee innovation performance. Introducing job redesign as a mediating variable, we construct and validate a corresponding theoretical model. Through a questionnaire survey of 300 employees at a technology company and data analysis using SPSS, the findings reveal: Job redesign partially mediates this relationship, meaning digital empowerment not only directly promotes innovation performance but also indirectly enhances it by stimulating employees to proactively engage in job redesign. This study clarifies the transmission pathway through which digital empowerment influences innovation performance—namely, by stimulating employees' job redesign behaviors—providing theoretical and practical insights for organizations undergoing digital transformation on how leadership can stimulate employee initiative and innovation.
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