The Effect of Transformational Leadership on Employee Innovative Behavior: A Case Study Of County-Level Integrated Media Centers on the China-Vietnam Border

Abstract

Transformational leadership has been widely recognized as a key driver of organizational innovation, yet its application in public-sector media organizations remains underexplored. This study examines the impact of transformational leadership on employee innovative behavior within county-level integrated media centers (CIMCs) along the China-Vietnam border. Using a mixed-method approach, this research identifies the direct and indirect effects of transformational leadership, emphasizing the mediating role of organizational identification. The findings reveal that transformational leadership fosters a culture of creativity and adaptability by enhancing intellectual stimulation, individualized consideration, and inspirational motivation. The study further distinguishes transformational leadership from other leadership styles, such as transactional and empowering leadership, demonstrating its unique role in driving sustainable innovation. Additionally, the research offers practical recommendations for improving leadership practices in CIMCs, including targeted leadership development programs, digital transformation initiatives, and strategies to enhance organizational identification. This study contributes to the theoretical discourse by integrating social identity theory with leadership research and providing empirical insights into leadership-driven innovation in state-affiliated media institutions. Future research should explore the role of policy changes and emerging technologies, such as artificial intelligence and big data, in shaping leadership effectiveness in media organizations.