Exploring the Effect of Hybrid Work Flexibility on Employee Innovation Performance, Mediated by Work Engagement and the Moderating Effects of Digital Leadership Competency

Abstract

The study examines whether employee innovative performance is influenced by hybrid work flexibility, which relies on work engagement and is affected by digital leadership competency. With the help of JD-R theory, the study employed a cross-sectional design and obtained samples from employees, analyzing data through AMOS from 295 IT manufacturing employees working in a hybrid work environment in Pakistan. The findings reveal that hybrid work flexibility positively influences employee innovative performance, and work engagement partially mediates this relationship. Moreover, digital leadership competency moderates the impact of hybrid work flexibility on the employee's innovative performance. These research findings provide theoretical and practical implications for organizations in hybrid work.