Authors : John Kweku Michael; Gilbert Boahene-Sintim

Volume/Issue : Volume 11 - 2026, Issue 10 - October

Google Scholar : https://tinyurl.com/3hvn8wms

DOI : https://doi.org/10.38124/ijisrt/26Oct1125

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : This study assessed the impact of leader support on employee innovation, with specific focus on the moderating roles of organizational culture and employee commitment. The study addressed the need to better understand how these factors related to employee innovation within a Ghanaian context since existing studies were limited. A quantitative approach was adopted, using survey questionnaires administered to employees of the University of Professional Studies, Accra (UPSA). The findings revealed a negative but statistically insignificant relationship between leader support and employee innovation. Organizational culture exhibited a negative, statistically insignificant relationship with employee innovation, while employee commitment demonstrated a positive relationship that is marginally significant. Also, the interaction between leader support and organizational culture was positive but statistically insignificant on employee innovation, whereas the interaction between leader support and employee commitment was negative and statistically insignificant on employee innovation. These findings revealed the potential importance of employee commitment in fostering innovation and suggested that the influence of leader support may vary depending on organizational and employee-related factors. The study recommended that organizations should consider organizational culture and employee commitment when adopting leadership practices aimed at promoting employee innovation.

Keywords : Leader Support, Employee Innovation, Organizational Culture, Employee Commitment.

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