Revisiting Self-Enhancement Bias and Transformational Leadership Using the Extended Theory of Planned Behavior

Purpose - This study attempted to identify any influencing relationships, between the antecedent variables and the members' innovative work behavior, which were expected to influence organizational performance based on the extended theory of planned behavior (ETPB). Research design, data, and methodology - The survey was conducted on SMEs in Seoul and its metropolitan area. A total of 158 copies of effective questionnaires were used and were analyzed through correlation analysis, regression analysis, and multiple regression. Results - Self-efficacy, value, intrinsic motivation, and self-enhancing bias have been found to have a positive relationship with innovative work behavior. In addition, transformational leadership was found to moderate the existence of a statistically significant negative influence between value, intrinsic motivation, and innovative work behavior. Conclusions - The results suggest that leaders will be successful in winning members' trust through conducting their behaviors in accordance with the applicable ethical and moral standards and through their fair, transparent, and legitimate management practices with an attitude of 'taking the initiative and setting an example', and this will help solve such problems.