Leadership support, innovative work behavior, employee work engagement, and corporate reputation: Examining the effect of female in not government organizations

Abstract

Abstract Not government organizations (NGOs) work to advance organizational objectives through a sustainable agenda while having a beneficial influence on society and the environment. NGOs must thus hire creative personnel if they want to remain competitive and draw in investors. This study bases its model of innovative work behavior for women working in the top 100 NGOs in both developed and developing countries on the social exchange theory and hypothesizes that this behavior may be impacted by leadership support. In this context, the function of employee job engagement as a mediating element is studied. The reputation's moderating function was also examined. Eleven thousand nine‐hundred and one female employees from 2737 NGOs in the top 100 developed and developing countries made up the sample. The findings demonstrate the direct and indirect effects that employee engagement, which is impacted by leadership support, has on innovative work behavior. A reliable connection between them is the organizational reputation of NGOs.

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