P-ISSN: 2827-9832
E-ISSN: 2828-335x
http://ijsr.internationaljournallabs.com/index.php/ijsr
704
THE INFLUENCE OF JOB STRESS, TRANSFORMATIONAL
LEADERSHIP, AND KNOWLEDGE SHARING TOWARD
INNOVATIVE WORK BEHAVIOR AT THE TOURISM OFFICE OF
THE PROVINCE OF WEST SUMATRA
Esa Lovena, Yulihasri, Hendra Lukito
Faculty of Economics and Business, Universitas Andalas, Padang, Indonesia
esalovena1@gmail.com, yulihasri@eb.unand.ac.id,
hendralukito@eb.unand.ac.id
ABSTRACT
Entering the era of globalization with various challenges that exist requires us to be able to adjust. One way
to be able to adjust to dynamic changes is to innovate. Innovation is changing for the better. As one of the
agencies that require innovation is the West Sumatra Tourism Office in order to boost the Indonesian
economy, one of which is in the tourism sector. This study aims to examine and build a conceptual model
of the influence of Job Stress, Transformational Leadership, and Knowledge sharing towards innovative
work behavior on ASN employees of the West Sumatra Provincial Tourism Office. This study used a non-
probability sampling technique with a sample used of 58 ASNs through the distribution of questionnaires.
The data analysis technique used is path analysis using Smart PLS software. Research hypothesis testing
uses T-statistical tests obtained through the bootstrapping process. The results show that Job stress,
Transformational Leadership are not able to directly affect innovative work behavior. Job stress affects
knowledge sharing directly. Transformational leadership affects Knowledge sharing, and knowledge sharing
affects innovative work behavior. The West Sumatra Tourism Office has not been able to implement
Innovative work behavior without going through knowledge sharing. This is evidenced by the absence of a
direct influence of job stress and transformational leadership on Innovative work behavior. This is because
the employees of the West Sumatra Tourism Office have been working for a long time and have more
experience and the ability to manage job stress. So that the existence of job stress does not affect the
innovative work behavior of employees because they have a high ability to manage job stress on Innovative
work behavior.
Keywords: Job stress, Transformational leadership, Knowledge sharing, knowledge sharing,
innovative work behavior
This article is licensed under CC BY-SA 4.0
INTRODUCTION
In the era of globalization, with various challenges that exist, it requires us to be able to adapt.
One way to be able to adjust to dynamic changes is to innovate. Innovation changes for the better.
Even in the pandemic era, innovation is mentioned as an effort to survive (Kemenpanrb, 2020).
One of the efforts made by the Government of Indonesia to increase competitiveness is by
launching the Bureaucratic Reform movement by issuing Presidential Regulation of the Republic
of Indonesia Number 81 of 2010 concerning the Grand Design of Bureaucratic Reform 2010 to
2025. The regulation explains that the vision of Bureaucratic Reform is “The Realization of
Government World class." World-class government can be understood as a government that is
professional, has integrity, is able to provide quality services to the community, and implements a
democratic government. It aims to answer the challenges of the 21st century in 2025 through good
governance.
In Bureaucratic Reform, innovation is one of the important principles. And for that, the
Government provides various incentives for government agencies to innovate in governance,
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward
Innovative Work Behavior at the Tourism Office of the Province of West Sumatra
705 2, 3., February 2023
knowledge exchange, and best practices in an effort to produce better performance. HR in
government organizations is called the State Civil Apparatus (ASN). ASN is one of the assets for
the bureaucracy which is expected to be able to realize the ideals of world-class government in
2024 as stated in the Bureaucratic Reform road map. In the 2020 ASN Inspiration Talk event, it
was stated that ASN must be able to prepare themselves to face an increasingly complex future
world, including globalization, digitalization, information technology, competition between
countries, information overload, high collaboration, and the challenges we are currently facing.
currently facing the Covid-19 pandemic (Kemenpanrb, 2020). The following is a change in data
from the 2016 to 2020 Global Innovation Index for Indonesia.
Table 1.1
Global Innovation Index/GII Indonesia 2016-2020
No
Years
Ranking / Index Points
Score/IndexPoints
1
2016
88
29,07
2
2017
87
30,1
3
2018
85
29,8
4
2019
85
29,72
5
2020
85
26,49
Source: (DPR RI, 2021)
Table 1.1 explains that Indonesia's ranking in the Global Innovation Index/GII is in position
85 out of 131 countries in 2020. That position has not changed since 2018. However, based on the
score, Indonesia's index value has actually decreased. In 2020, the Indonesian index was 26.49
points, whereas last year it was 29.72 points. This means that the level of innovation in Indonesia
has decreased from year to year. Therefore, innovative behavior is needed in improving
Indonesia's Global Innovation Index.
Table 1.2
Target and Realized Performance Tourism Office of the Province of West Sumatra 2021
No
Strategic
Target
Target
Realization
%
Description
1
Increased
visits of
domestic and
foreign
tourists to
Indonesia
West Sumatra.
1,00 %
-100%
-10.000
Fail
2,50%
-47,79%
-1.912
Fail
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward Innovative Work
Behavior at the Tourism Office of the Province of West Sumatra
706 2., 3., February 2023
No
Strategic
Target
Target
Realization
%
Description
2
Increased
length of stay
of tourists
1,24 days
1,45 days
116,94
Very good
3
Increased
growth of the
West Sumatra
tourism
industry
2,00%
4,04 %
202
Very good
10%
68,29 %
628,9
Very good
4
Improved
organizational
governance
A(81)
B (65,16)
80,44
Well
Average performance achievement = - 1.813,95 %
Fail
Source: (Government tourism office, 2021)
From table 1.2, it can be seen that there are two performance indicators that failed to meet the
target, namely the percentage increase in the number of foreign tourists visiting (via immigration
gates) and the percentage increase in the number of domestic tourists visiting the target of
increasing domestic and foreign tourist visits to West Sumatra. Meanwhile, the other four
indicators achieved the target very well. The inhibiting factor for achieving these performance
indicators is the COVID-19 pandemic, which has a huge impact on the tourism sector and the
creative economy because they have to face a very vulnerable, uncertain situation with rapid and
dynamic changes. This situation makes it difficult for the West Sumatra Tourism Office to
determine performance targets so that the achievement of realization does not match the set targets.
Thus, innovative employee work behavior is needed to increase tourism growth in West Sumatra.
The following is the data for Tourist Visits by Regency/City in West Sumatra Province 2019 to
2021.
Innovation is a strategic priority for the West Sumatra Tourism Office in boosting tourism
interest and improving the community's economy. Efforts to achieve this require new innovations
in service, introduction and application of ideas, in order to remain relevant, by maintaining
competitive advantage, development, and survival in the long term. The realization of an
innovation, if employees or human resources of the organization are involved in innovative work
behavior. The West Sumatra Tourism Office is also required to be creative and innovative in
increasing public interest in traveling after the COVID-19 pandemic.
There are several factors that influence an employee's work behavior, namely job stress,
transformational leadership and knowledge sharing. Job stress can affect an employee's ability to
perform tasks, inefficient decision-making, poor concentration and lack of motivation lead to poor
work performance and unusual mistakes (Wolor et al., 2020). Knowledge sharing plays an
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward
Innovative Work Behavior at the Tourism Office of the Province of West Sumatra
707 2, 3., February 2023
important role in improving employee competence. Knowledge sharing is sharing knowledge
between individuals who have concrete knowledge, experience, techniques, and opinions, and
expect other individuals to apply that knowledge in the workplace (Vandavasi et al., 2020).
Transformational leaders are leaders who have integrity and can inspire their members to
achieve achievement and performance at the highest level. According to Mohammadi and
Boroumand (2016) said that transformational leadership and employee involvement tend to give
positive results on the effect of employee knowledge sharing.
The current research will use objects on employees in the public sector or government
agencies. So that the West Sumatra Provincial Tourism Office is used as the object of current
research. The West Sumatra Provincial Tourism Office is part of the structure of regional
development whose task is to assist the Governor in carrying out tasks in the fields of culture and
tourism in West Sumatra. The province of West Sumatra is awarded the inherent beauty of nature
and culture as well as delicious culinary delights. This potential has become the main attraction
for domestic and foreign tourists who visit this place in West Sumatra. Thus the human resources
of the West Sumatra Tourism Office must be qualified and required to be creative and innovative
in order to increase economic growth in West Sumatra.
Therefore, the authors are interested in conducting further research on the effect of job stress,
transformational leadership, and knowledge sharing on the Innovative Work Behavior of
employees at the West Sumatra Provincial Tourism Office.
METHOD
The research design used is a quantitative research method in the form of an explanatory
approach with survey instruments, namely to find out the influence and cause-effect relationship
between the independent variable and the dependent variable. This study also conducted hypothesis
testing. The hypothesis is a statement that can be tested with the aim of seeing a certain relationship
between variables (Sekaran and Bougie, 2016). The purpose of this quantitative approach is to
examine the relationship between the independent variable, the mediating variable, and the
dependent variable in order to determine whether the variable has a significant effect on other
variables. Based on the research objectives, this research uses hypothesis testing. Hypothesis testing
describes the existence of a certain relationship or identifies differences between groups or the
independence of two or more variables in a situation (Sekaran & Bougie, 2016).
This study uses a causal study. Causal research is used to examine causality between variables
with other variables, where researchers are interested in finding one or more variables that cause a
problem (Sekaran & Bougie, 2016). Based on the time horizon, this research adapts one-shot or
cross-sectional. One-shot or cross-time research is data collection collected in a certain period of
days, weeks, or months (Sekaran and Bougie, 2016). This research was conducted at at the tourism
office of the Province of West Sumatra having their address at Jln. Khatib Sulaiman No. 7 Padang.
According to Sekaran and Bougie (2016), the population is the total number of participants in
the object under study. Researchers will distribute online questionnaires and socialize them to
employees to fill out questionnaires using social media platforms such as WhatsApp, and directly
distributing questionnaires to employees. In this study, the research population will be all
permanent employees of the tourism office of the Province of West Sumatra, amounting to 58
employees.
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward Innovative Work
Behavior at the Tourism Office of the Province of West Sumatra
708 2., 3., February 2023
The data analysis technique uses the Partial Least Square (PLS) approach, which is a
component-based Structural Equation Modeling (SEM) equation model. The use of PLS has several
evaluations of structural models (inner models) and measurement models (outer models).
Evaluation of the measurement model, testing convergent validity, discriminant validity, composite
reliability, and Average Variance Extracted (AVE) is carried out. In the evaluation of structural
models, the R-squared test (R
2
) and the path coefficient estimation test are carried out. The
bootstrapping procedure generates a t- statistical value for each relationship path used to test the
hypothesis. Those t-statistical values will be compared with the t-table values. Research using a
95% confidence level so that the level of precision or inaccuracy limit (α) = 5% = 0.05, the value
of the t-table value is 1.96. If the t-statistical value is found to be smaller than the table t value
(statistical t < 1.960), then H o is accepted, and Ha is rejected. If the value of statistical t is greater
than or equal to t of the table (of statistics > 1,960), then H o is rejected, and H a is accepted (Ghozali
& Latan, 2015). The research hypothesis can be stated to be accepted if the value of P-Values <
0.05. The hypothesis of this study is as follows:
H1:It is suspected that job stress has a negative and significant relationship with Innovative work
behavior (Y).
H2: The effect of transformational leadership (X2) positively and not significantly influences on to
Innovative work behavior (Y).
H3: The effect of job stress (X1) negatively influences Knowledge sharing (Z)
H4:The effect of that transformational leadership (X2) positively influences on Knowledge
sharing(Z)
H5: The effect of knowledge sharing (Z) positively influences Innovative work behavior (Y)
H6: Knowledge sharing mediates the relationship between job stress and innovative work behavior
H7: Knowledge sharing mediates the relationship between transformational leadership and
Innovative work behavior(Y).
RESULTS AND DISCUSSION
Characteristics of Respondents
Based on Gender, there were 31 female respondents with a percentage of 53.45%, while 27 male
respondents with a percentage of 46.55%. In other words, the respondents in this study were
dominated by female employees. Based on age, the researcher found that the most respondents
were in the range > 50 years, namely 19 people with a percentage of 32.76%. While the respondents
aged 26-30 and 31-35 years were at least 2 people with a percentage of 3.45%. Furthermore, the
age range of respondents at the age of 36-40 years was 12 people with a percentage of 20.69%.
Then the age range of respondents 41-45 years as many as 11 people with a percentage of 18.96%.
And lastly, the age range of respondents is 46-50 years as many as 12 people with a percentage of
20.69%. The resulting data can be concluded that the respondents in the Tourism Office of West
Sumatra Province have a productive age for each of their employees. Based on Last Education, the
researchers concluded that the respondents' last education was dominated by a bachelor's as many
as 30 people with a percentage of 51.72%. The last education of the second most respondents was
Masters as many as 14 people with a percentage of 24.14%. Furthermore, there are 8 employees
who graduated from SMA/The same level with a percentage of 13.79%. Finally, as many as 6
people or 10.35% of respondents had education up to Diploma.
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward
Innovative Work Behavior at the Tourism Office of the Province of West Sumatra
709 2, 3., February 2023
Based on work unit, that the respondents who dominated in this study were from the secretariat
sector as many as 17 people with a percentage of 29.31%, then from the Tourism Marketing Sector
as many as 11 people with a percentage of 18.97%, then from the Destinations & Tourism industry,
Field of creative economy development and Development of tourism resources & creative economy
as many as 10 people with a percentage of 17.24% for each sector. Based on grade, it can be seen
that the respondents in this study came from group II as many as 5 people with a percentage of
8.62%, then respondents from group III were 44 people with a percentage of 75.86% and
respondents from group IV were 9 people with a percentage of 15.52%. Finally, based on income,
the range of income for West Sumatra tourism office employees varies, including income <
2,000,000 as many as 1 person with a percentage of 1.73%. Then for an income of around
2,000,001-3,000,000 as many as 21 people with a percentage of 36.20%, then for an income of
4,000,001-5,000,000 there are 4 people with a percentage of 6.90%, and > 5,000,000 as many as 5
people 8.62%. Based on this, the researchers concluded that the lowest nurse's income was around
< 2,000,000 and the highest was > Rp 5,000,000.
Convergent Validity and Discriminant Validity
Based on the validity of convergence, it can be seen from the correlation between each indicator
score and its construct score. Individual reflective measures are said to be high if they correlate
more than 0.70 with the construct to be measured (Ghozali, 2014).
Table 4. 13
Outer Loading Results After Deleting
Innovative work
behavior (Y)
Job Stress
(X1)
Knowledge
Sharing (Z)
Transformational
Leadership (X2)
IWB1
0.892
IWB2
0.829
IWB3
0.601
IWB4
0.758
IWB6
0.737
IWB7
0.759
IWB8
0.794
IWB9
0.693
JS1
0.695
JS10
0.844
JS11
0.720
JS12
0.712
JS13
0.831
JS2
0.630
JS4
0.741
JS5
0.916
JS7
0.858
JS8
0.882
KS1
0.812
KS10
0.767
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward Innovative Work
Behavior at the Tourism Office of the Province of West Sumatra
710 2., 3., February 2023
Innovative work
behavior (Y)
Job Stress
(X1)
Knowledge
Sharing (Z)
Transformational
Leadership (X2)
KS11
0.724
KS2
0.809
KS3
0.785
KS4
0.770
KS5
0.785
KS6
0.844
KS7
0.757
KS8
0.663
KS9
0.759
TL1
0.766
TL2
0.724
TL3
0.653
TL4
0.763
TL7
0.696
TL8
0.839
TL9
0.810
Source: SmartPLS 4.0 data processing results (2022)
Based on the above, it can be seen that all outer loading values for each of these indicators have
a value of > 0.50, so it can be concluded that the indicators are valid and meet the requirements for
research data validity. To further strengthen that the indicators above are valid, it can be seen the
results of the AVE values for the indicators that have been retested. The AVE value on the results
of this retest is as follows:
Table 4.14
Average variance extracted (AVE) after correction
Average variance extracted (AVE)
Innovative Work Behavior (Y)
0.581
Job Stress (X1)
0.621
Knowledge Sharing(Z)
0.596
Transformational Leadership (X2)
0.566
Based on the table above, it can be seen that the AVE values of all variables are above 0.50,
which means that the values meet the standards for convergent validity. In addition to evaluating
the cross loading value, discriminant validity testing can be determined from the Fornell-Larcker
Criterion results. The condition of this test is that the correlation of the variable with itself must be
greater than the correlation of the variable with other variables. The output of the Fornell-Larcker
criterion is shown below.
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward
Innovative Work Behavior at the Tourism Office of the Province of West Sumatra
711 2, 3., February 2023
Table 4. 16
Fornell-Larcker Criterion results
Innovative Work
Behavior (Y)
Job Stress
(X1)
Knowledge
Sharing (Z)
Transformational
Leadership (X2)
Innovative Work
Behavior (Y)
0.762
Job Stress (X1)
-0.068
0.788
Knowledge
Sharing (Z)
0.57
-0.416
0.772
Transformational
Leadership (X2)
0.254
-0.094
0.271
0.753
Based on the table above, the discriminant validity test in this study met the requirements for
the next testing stage. The indicators used to measure variables are higher than the correlation of
these indicators with other variables, so it can be concluded that each variable has high validity.
1. Results of Structural Model Analysis
The t-statistical value and p-value indicate whether the hypothesis is rejected or accepted. If the
t-statistic value is more than the t-table, 1.96 to be precise, and the p-value is less than 0.05, then
the hypothesis is accepted. While the value of the path coefficient can be used to determine whether
the relationship of a variable has a positive or negative influence. If the path coefficient value is
positive, then the influence is unidirectional. That is, if the value of the exogenous variable
increases, so does the value of the endogenous variable also increases. Meanwhile, if the path
coefficient value is negative, then the effect is in the opposite direction. In other words, when the
value of the exogenous variable increases, the value of the endogenous variable decreases.
Original
sample
(O)
Sample
mean (M)
Standard
deviation
(STDEV)
T statistics
(|O/STDEV|)
P values
Conclusion
Job Stress (X1) ->
Innovative Work
Behavior(Y)
0.203
0.206
0.148
1.376
0.169
Unsupported
Job Stress (X1) ->
Knowledge Sharing
(Z)
-0.394
-0.419
0.109
3.610
0.000
Supported
Knowledge Sharing
(Z)-> Innovative
Work Behavior(Y)
0.626
0.631
0.100
6.234
0.000
Supported
Transformational
Leadership (X2) ->
Innovative Work
Behavior(Y)
0.104
0.122
0.119
0.873
0.383
Unsupported
Transformational
Leadership (X2) ->
0.234
0.265
0.098
2.381
0.017
Supported
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward Innovative Work
Behavior at the Tourism Office of the Province of West Sumatra
712 2., 3., February 2023
Original
sample
(O)
Sample
mean (M)
Standard
deviation
(STDEV)
T statistics
(|O/STDEV|)
P values
Conclusion
Knowledge Sharing
(Z)
The table above shows the direct influence between exogenous variables and endogenous
variables. Based on the table it can be concluded that:
1. Job stress has a positive and insignificant effect on Innovative Work Behavior because the p-
value is 0.169 or > 0.05. While the original sample value of 0.203 means that the direction of
influence of the variable relationship is positive.
2. Job Stress has a negative and significant effect on knowledge sharing because the p-value
obtained is 0.000 or <0.05. While the original sample value obtained was -0.394, meaning that
the direction of influence of the variable relationship was negative.
3. Knowledge sharing has a positive and significant effect on Innovative Work Behavior because
the p-value obtained is 0.000 or > 0.05. While the original sample value obtained is as large as
it means the direction of the influence of the variable relationship is positive.
4. Transformational Leadership has a positive and insignificant effect on Innovative Work
Behavior because the p-value obtained is 0.383 or > 0.05. While the original sample value
obtained was 0.104, which means that the influence of the variable relationship is positive.
5. Transformational Leadership has a positive and significant effect on Knowledge sharing
because the p-value obtained is 0.017 or <0.05. While the original sample value obtained was
0.234, which means that the influence of the variable relationship is positive.
Figure 1. Structural Research Model
The figure 4.2 above is the result obtained after deleting several indicators that were considered
invalid and re-testing 10 times the drop. Based on the picture above, it can be seen that all outer
loading values for each of these indicators have a value of > 0.50 and t-statistic value is more than
the t-table, 1.96. It can be concluded that the indicators are valid and meet the requirements for
research data validity.
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward
Innovative Work Behavior at the Tourism Office of the Province of West Sumatra
713 2, 3., February 2023
2. Test the Effects of Mediation
The VAF value is calculated by assessing the mediating effect based on the VAF value, the
provisions for the VAF value:
a. VAF > 80% = The mediation variable is full mediation
b. 20 % ≤ VAF ≤ 80% = The mediation variable is partial mediation
c. VAF < 20% = the mediating variable is not a mediator
The VAF formula is as follows:
1. VAF influence of job stress on Innovative work behavior through knowledge sharing
VAF =
𝐼𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝑒𝑓𝑓𝑒𝑐𝑡
𝐼𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝑒𝑓𝑓𝑒𝑐𝑡 + 𝐷𝑖𝑟𝑒𝑐𝑡 𝑒𝑓𝑓𝑒𝑐𝑡
VAF =
𝐼𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝑒𝑓𝑓𝑒𝑐𝑡
𝐼𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝑒𝑓𝑓𝑒𝑐𝑡 + 𝐷𝑖𝑟𝑒𝑐𝑡 𝑒𝑓𝑓𝑒𝑐𝑡
VAF =
(
JS−KS x KS−IWB
)
(
JS−KS x KS−IWB
)
+2.447
VAF =
(
3.610 x 6.234
)
(
3.610 x 6.234
)
+2.447
VAF =
22.504
22.504+2.447
VAF =
22.504
24.951
VAF = 0,90 = 90% = Full Mediation
Based on the results of the calculation of variance accounted for (VAF) in the total mediating
effect provided by Knowledge sharing in the relationship between job stress and innovative work
behavior, which is equal to 90% and is included in the full mediation category. That is, job stress
that has created knowledge sharing will increase innovative work behavior by 90%. In this study
the Knowledge sharing variable as a mediating variable is able to influence the independent
variables and the dependent variable in full mediation. So in this study it can be seen that
Knowledge sharing mediates the relationship between Job stress and Innovative work behavior.
2. VAF influence of Transformational Leadership on Innovative work behavior through
knowledge sharing
VAF =
𝐼𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝑒𝑓𝑓𝑒𝑐𝑡
𝐼𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝑒𝑓𝑓𝑒𝑐𝑡 + 𝐷𝑖𝑟𝑒𝑐𝑡 𝑒𝑓𝑓𝑒𝑐𝑡
VAF =
(
TL−KS x KS−IWB
)
(
TL−KS x KS−IWB
)
+1.316
VAF =
(
2.381 x 6.234
)
(
2.381 x 6.234
)
+ 1.316
VAF =
14.843
14.843+ 1.316
VAF =
14.843
16.159
VAF = 0,918 = 91.8% = Full Mediation
Based on the results of the calculation of variance accounted for (VAF) in the total mediation
effect provided by Knowledge sharing in the relationship between Transformational Leadership
and innovative work behavior, which is equal to 91.8% and is included in the full mediation
category. This means that Transformational Leadership which has created knowledge sharing will
increase innovative work behavior by 91.8%. In this study the Knowledge sharing variable as a
mediating variable is able to influence the independent variables and the dependent variable in full
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward Innovative Work
Behavior at the Tourism Office of the Province of West Sumatra
714 2., 3., February 2023
mediation. So in this study it can be seen that Knowledge sharing mediates the relationship between
Transformational Leadership on Innovative work behavior.
Discussion
1. The Effect of Job Stress on Innovative work Behavior
This is supported who stated that there is a positive relationship between job stress and
innovative work behavior. Stress has a positive effect when it creates a challenge, such as a tight
deadline. Overwork and tight deadlines have also been shown to lead to more positive feelings in
workers about their jobs and their employers. So, according to these findings, work stress does not
always have negative consequences. Stress, in some circumstances, can make employees more
competitive and encourage them to generate new ways of thinking and behaving to overcome
challenges. So that the existence of this job stress can arouse employee morale and motivate
employees to carry out Innovative work Behavior.
From the results of a descriptive analysis of research on civil servants at the Tourism Office of
West Sumatra Province, the dominant age is in the range > 50 years, namely as many as 19 people
with a percentage of 32.76% and predominantly have worked for more than 6 years. So that in this
case the employees have been working for a long time and have more experience and have the
ability to manage job stress. So that employees have the ability to manage high job stress not always
caused by the presence of Innovative work Behavior, but there are other influences that can affect
the innovative work behavior. So that the existence of this job stress can arouse employee morale
and motivate employees to carry out Innovative work Behavior. This stress is categorized as stress
that can be handled by employees who experience it. So, stress has a positive or negative effect
depending on one's condition. performance. This is in line with the results of this study which
support the researcher's argument that there is a positive relationship between job stress and
Innovative work Behavior, which means that the better the management of one's job stress, the
better the Innovative work Behavior produced by West Sumatra Tourism Office employees.
2. The Effect of Transformational Leadership on Innovative work Behavior
The existence of transformational leadership does not necessarily provide a significant effect in
creating innovative work behavior. After conducting interviews with several employees of the West
Sumatra Tourism Office, it was found that there were obstacles to carrying out this innovative
behavior. One of them is the lack of initiative from the employees themselves. This means that
there are other factors that influence innovative work behavior, namely the willingness and
initiative of the employees themselves. How good transformational leaders are in motivating
employees to increase Innovative work behavior will not be able to have a significant influence if
there are individual factors that influence, namely the employees themselves who lack the initiative
to innovate.
Civil servants who occupy strategic positions with their transformational leadership at the West
Sumatra Provincial Tourism Office are dominantly aged > 50 years, namely 19 people with a
percentage of 32.76%. This means that the majority of strategic positions at the West Sumatra
Tourism Office have been filled by groups aged >50 years. At that age ASN tends to be in their
comfort zone and often reject new technology. Then the lack of human resources in West Sumatra
Tourism Office employees. The number of employees is only 58 people with a lot of work and
targets every year. So this requires additional resources for West Sumatra Tourism Office
employees because this can influence employee innovative behavior. This is also supported who
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward
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state that individuals perform better in terms of innovative work behavior under transformational
leadership when they feel sufficient support for innovation in terms of the availability of
organizational resources, motivation, and recognition. The lack of availability of these resources
can hinder the occurrence of employee innovation behavior. This research is supported by
Rosyiana., (2019) who states that there are two factors that can influence the formation of
innovative behavior in employees, namely individual factors and environmental factors. Individual
factors include organizational support and perceived job aptitude, while environmental factors
include an innovative culture and psychological contract of employees. In addition, there is a lack
of competent human resources for the West Sumatra Tourism Office, especially in the field of
information technology. So this can affect the innovative behavior of employees.
3. The Effect of Job stress on Knowledge sharing
This research is supported by Robbins (2001) who states that there is a negative and significant
relationship between job stress and knowledge sharing. Stress affects physiological, psychological,
and behavioral symptoms, where psychological symptoms include anxiety, depression, and lower
job satisfaction. Behavioral symptoms of job stress include changes in productivity, absence from
work and even resignation. Based on the results of the descriptive analysis of the knowledge sharing
variable research, the lowest average is found in statements on the KS 4 indicator with an average
value of 4.28 with the statement "There are operational standards in handling tasks in my
department" meaning operational standards in the West Sumatra Tourism Office department
unclear in order to assist the handling of a task. So knowledge sharing is needed to help employees
carry out their duties in accordance with established operational standards.
According to Lan (2000), the effects of stress on individuals and organizations are absenteeism,
poor interpersonal interaction and low knowledge sharing, all of which have an impact on an
organization. So that job stress is proven to have a negative effect on psychological functioning,
knowledge sharing behavior and cognition. In his research, there is a negative relationship between
job stress and knowledge sharing. Job stress has been considered as a barrier to knowledge sharing.
Job stress can result in the release of knowledge sharing. Because well-being at work is often a
requirement for sharing knowledge.
4. The Effect of Transformational Leadership on Knowledge sharing
According to Purwanto (2020) states that there is a positive and significant relationship between
transformational leadership and knowledge sharing. Transformational leadership can encourage
knowledge sharing because a transformational leader can change followers. attitudes and behavior
as well as growing value for a change. Transformational leadership, one of the key leadership styles
in management practice, has been shown to have a positive impact on the attitudes, behavior and
individual development of followers. By engaging in these transformational leadership behaviors,
a leader can change the attitudes and behavior of followers, cultivating value for change.
Employees usually do not want to share knowledge with others without strong motivation
because they perceive their personal knowledge as a source of advantage and strength (Nguyen et
al., 2021). With a new vision or change of ideas for a better future, followers are more willing to
accept the transformational leader's call to share their knowledge with other group members so that
they can work together to change the status quo and further achieve a better future for the
organization. and each individual member. By supporting and inspiring individuals,
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward Innovative Work
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transformational leaders can stimulate knowledge sharing Dong et al (2017) and encourage
organizational learning (Dodgson, 1993). Transformational leadership can create a favorable
climate for knowledge sharing and influence individual knowledge sharing behavior. In addition,
under transformational leadership, knowledge-sharing individuals become more resourceful in
developing advanced ideas (Afsar et al., 2019).
5. The Effect of Knowledge sharing on Innovative work behavior
These results are relevant to the behavioral research of Kang & Lee, (2017) which states that
there is a positive and significant relationship between knowledge sharing and innovative work
behavior (Usmanova et al., 2021). Participants involved in knowledge sharing first translate
knowledge into a form that can be understood. This ability can increase the ability of contributors
to generate new ideas, which is the basis of innovative work behavior (Yasir et al., 2021).
Knowledge sharing helps promote communication and mutual trust among employees when they
exchange experiences and knowledge, which positively increases employee innovative work
behavior and improves organizational performance (Rafique et al., 2022).
Knowledge sharing not only allows employees to convey knowledge to other workers but
also allows others to acquire valuable knowledge which facilitates generating, promoting and
implementing new ideas. Knowledge sharing is suggested to help individuals to broaden their range
of individual knowledge and improve problem-solving abilities. Positive energy, in the form of
sharing knowledge, reduces the negative effects of a bad work environment and leads to innovative
work behavior. Therefore, in this knowledge-intensive era; knowledge sharing is an important
learning strategy for higher innovative performance. Wang & Hu (2020), confirms that the target
level of performance cannot be achieved without high-level knowledge sharing in organizations
where innovative performance is strongly driven by effective and efficient knowledge sharing. If
individuals have the appropriate knowledge, information, tools and ideas at work, they are more
likely to act innovatively. Many studies support the idea that knowledge sharing has a positive
impact on the innovative work behavior of employees.
6. The Influence of Job stress on Innovative work behavior mediated by Knowledge
Sharing
This research is supported by Damian (2017), which states that there is a mediating relationship
between job stress and innovative work behavior. A stressful environment can create anxiety,
depression, and anger in the workplace, which can hinder employees' innovative abilities.
Therefore, knowledge sharing is needed to mediate the relationship between job stress and
innovative work behavior. However, crisis experiences can lead to creative adaptation, disrupt
ordinary ways of thinking, and speed up the detection of new perspectives, thereby providing a
productive basis for creating innovative ideas. This study is based on the theory of stress, which
states that knowledge sharing functions as a vital coping behavior that supports employees in
dealing with stress and thereby increases their innovation. According to this theory, effective
coping behavior directs employees to carry out change-oriented struggles that make organizational
achievements.
The Influence of Job Stress, Transformational Leadership, and Knowledge Sharing Toward
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7. The Influence of Transformational Leadership on Innovative work behavior
mediated by Knowledge Sharing
The results of this study are supported by Bednall, et al. (2018) and Van der Schaaf (2010),
namely that knowledge-sharing variables can mediate the relationship between transformational
leadership and innovative work behavior. The knowledge-sharing variable has a role as a full
mediation between transformational leadership and innovative work behavior. This means that a
leader who can display transformational leadership behavior will be able to encourage his
employees to display knowledge-sharing behavior. The behavior of sharing knowledge of
employees will be able to promote innovative work behavior of West Sumatra Tourism Office
employees. Knowledge is the foundation of any innovation process. Leaders play an important role
in building a Knowledge sharing environment, where they have more opportunities to receive
suggestions and creative ideas to work on for better results (Rafique et al., 2022). Knowledge
sharing can help identify existing problems and future challenges leading employees to creative
solutions in the workplace. Knowledge sharing is related to the mutual exchange of information
and experience or giving workers extra awareness about tasks (Montani & Staglianò, 2022).
Knowledge sharing can increase individual job satisfaction, which leads to innovation in the
workplace (Jnaneswar & Ranjit, 2021).
In addition, in another study, it was stated that good leadership is one that applies a
transformational leadership style to create a conducive and profitable work environment in
developing employee work innovation (Soliman, 2014). With that, transformational leadership has
an important role in promoting the knowledge possessed by subordinates/employees which is
ultimately used to produce Innovative work behavior of employees. Therefore, this study concludes
that knowledge sharing on the basis of mutually beneficial motives fosters internal cooperation for
the exchange of ideas and facilitates coordinated integration among members and has a substantial
effect on innovative performance through transformational leadership. Leaders with
transformational behavior are also better able to inspire followers to solve problems and achieve
change when organizational members experience high levels of knowledge sharing (Edwards et al.,
2017).
This is also supported by Afsar et al., (2019) stating that knowledge sharing can positively
mediate the influence of transformational leadership and innovative work behavior of employees.
When knowledge can be shared among organizational members through donation and collection,
knowledge will become available, and this will help to generate new ideas, which in turn can
enhance product and process innovation (Wang et al., 2022). Therefore, this study argues that
knowledge sharing plays a fully mediating role in the relationship between transformational
leadership and innovation. Therefore, the transformational leadership of civil servants at the
Tourism Office of West Sumatra Province requires knowledge sharing to be able to influence and
realize innovative work behavior.
CONCLUSION
The purpose of this study was to examine the influence of Job stress, Transformational
Leadership, and Knowledge sharing could affect Innovative work behavior of West Sumatra
Tourism Office employees. This research was conducted using a quantitative approach which
included primary data collection, which was obtained from West Sumatra Tourism Office
employees.
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The following conclusions from this study are based on the results of data processing that has
been done:
1. Job stress has a positive but not significant effect on innovative work behavior. So that in
this study there is no direct influence between job stress and innovative work behavior
because the dominant tourism agency employees are >50 years old and experienced so they
have the ability to manage job stress so that it does not have a significant impact on
innovative work behavior.
2. Transformational Leadership has a positive but not significant effect on innovative work
behavior. So that in this study there is no direct influence between Transformational
Leadership and innovative work behavior.
3. Job stress has a negative and significant effect on innovative work behavior. This indicates
that as the employee's job stress increases, the employee's innovative work behavior will
also decrease. The stress that arises is negative in nature and can affect enthusiasm for work
so that stress is expected not to occur in employees because this is related to motivation to
increase employee innovative work behavior.
4. Transformational Leadership has a positive and significant effect on innovative work
behavior. This proves that the better the Transformational Leadership of employees, the
more innovative work behavior of employees will also increase.
5. Knowledge sharing has a positive and significant effect on innovative work behavior. This
shows that the higher the implementation of knowledge sharing, the higher the employee's
innovative work behavior. If employees can freely share when they exchange experiences
and knowledge with other employees, then they will be more motivated and implement
their innovative ideas, which positively increases the employee's innovative work behavior.
6. Knowledge sharing is able to fully mediate the effect of work stress on innovative work
behavior of employees of the West Sumatra Tourism Office. This means that if employees
face many problems in their personal lives and in the company which end up experiencing
work stress, it will hinder the formation of an attitude of innovative work behavior.
7. Knowledge sharing is able to fully mediate the influence of Transformational Leadership
on the innovative work behavior of West Sumatra Tourism Office employees. That is,
knowledge sharing in this research can strengthen the relationship between
Transformational Leadership and innovative work behavior.
Based on the above, this research can put forward some suggestions that the company hopes
to pay more attention to employee stress levels based on time pressure and employee work anxiety.
Then the company must provide good stress management training to employees. when employees
are able to manage stress well. So this will have an impact on increasing Innovative work behavior
of employees. Organizations also need to improve transformational leadership and knowledge
sharing within the corporate environment to create harmony at work and to achieve organizational
goals. In an organization, a boss must be able to provide encouragement and enthusiasm to his
employees. So that good transformational leadership is needed in leading the organization.
Furthermore, the role of the employee itself is to achieve the success of an organization because
employees must demonstrate innovative work behavior at work, good knowledge sharing, good
performance improvement, have a cooperative attitude both with superiors and with colleagues,
and have discipline and a good sense of responsibility. high on the task given.
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Thus, this study suggests further research to add other variables in research development.
It is hoped that the results of this study can be used to provide optimal benefits for further research
objects, this research can also be used as a comparison material for further research and it is better
to take research data on a wider research object and it is hoped that this research can become a
reference for further researchers as a review libraries as well as a source of reference for
researchers who will conduct research. Finally, It is suggested that the organization should provide
space so that knowledge sharing among employees runs optimally because of its crucial role in
increasing innovative work behavior of employees.
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