Name: VHEA S.

LASERAS Date:
Course/Year/Section: BSED MATH 3A Rating:

PED 10 | Critique/Analysis of Research Paper

The research paper titled "Empowerment Leadership as a Predictor of the

Organizational Innovation in Higher Education" explores into the complex relationship
between empowerment leadership and organizational innovation. This study conducted by
Supriyanto et al. (2023) aims to explore how empowerment leadership influences
organizational innovation, the mediating role of knowledge sharing on individual creativity,
the moderating effect of individual creativity on the relationship between empowerment
leadership and organizational innovation, and the impact of psychological empowerment on
individual creativity. The research focuses on lecturers at the Faculty of Economics and
Business of Islamic Higher Education in Java, Indonesia, utilizing Partial Least Squares
Structural Equation Modelling (PLS-SEM) for data analysis.

The authors' motivation behind this study is to identify and understand the key
leadership behaviours that either raise or hinder individual creativity, knowledge sharing, and
ultimately, organizational innovation. The theoretical framework employed in this research
includes various aspects of empowerment leadership such as delegation of authority,
participation in decision-making, being a role model, and interacting with team members.
Organizational innovation is defined as the ability to generate and adopt new ideas or
behaviours to enhance productivity and business performance, while knowledge sharing is
highlighted as a mechanism that fosters individual creative thinking and enhances employees'
creativity.

The strengths of the study lie in the direct impact of empowerment leadership on
organizational innovation, indicating the significant role of leadership behaviours in driving
innovation within educational settings. However, the research also identifies weaknesses,
particularly the failure of knowledge sharing to mediate the effect of empowerment
leadership on organizational innovation. Additionally, psychological empowerment was
found to not moderate the relationship between variables, suggesting areas for further
exploration and refinement in future studies.
 The internal validity of the study is supported by its focused examination of specific
leadership behaviours and their influence on innovation outcomes. The findings reveal that
empowerment leadership directly influences organizational innovation, highlighting the
importance of leadership practices in shaping innovative cultures within educational
institutions. While knowledge sharing did not mediate the relationship between
empowerment leadership and organizational innovation in this study, it opens avenues for
future research to delve deeper into the complexities of this relationship.

The research paper contributes significantly to the understanding of how

empowerment leadership impacts organizational innovation in higher education. Emphasizing
the important role of specific leadership behaviours in nurturing creativity and innovation, the
study provides valuable understandings for educational leaders and policymakers. Future
research could further explore the distinctions of psychological empowerment and its
implications for enhancing individual creativity within organizational contexts. This study
improves the leadership literature by cracking light on the complicated dynamics between
empowerment leadership, knowledge sharing, individual creativity, and organizational
innovation in higher education settings.