Employee Empowerment and Innovative Behavior: Analyzing the Role of Emotional Intelligence and Organizational Culture as Catalysts for High-Performance Work Systems
Keywords:
Employee Empowerment, Innovative Behavior, Emotional Intelligence, Organizational CultureAbstract
This study investigates the relationship between employee empowerment and innovative behavior within the context of high-performance work systems (HPWS), with particular emphasis on the moderating and mediating roles of emotional intelligence and organizational culture. Drawing on the Ability–Motivation–Opportunity (AMO) framework and Social Exchange Theory (SET), the research examines how psychological and cultural dimensions interact with empowerment practices to foster innovation among employees in a public-sector setting. A quantitative, cross-sectional survey design was employed, collecting data from 216 employees in the Civil Registry Authority in Tripoli, Libya. Structural equation modeling (SEM) and moderation/mediation analyses were conducted to test hypothesized relationships. Findings reveal that employee empowerment significantly predicts innovative behavior, while emotional intelligence emerges as a powerful mediator and moderator in this relationship. Organizational culture further enhances the impact of empowerment on innovation when characterized by openness, support, and adaptability. The study contributes to the literature by contextualizing empowerment-driven innovation within resource-constrained public institutions and by integrating emotional and cultural constructs into the operational model of HPWS. Implications for managerial practice and organizational policy are discussed, emphasizing the importance of aligning HR strategies with psychological capabilities and cultural conditions to sustain innovation
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