Abstract
This study examines the effects of transformational leadership (TL) and job complexity (JC) on organizational innovation (OI), with a focus on the moderating role of job autonomy (JA). The study implemented a quantitative, cross-sectional method with valid and reliable instruments to collect data from 368 staff members of the Sharjah Roads and Transport Authority (SRTA) in the UAE using a systematic probability sampling method. The researcher used descriptive data, factor analysis, and covariance-based Structural Equation Modelling (CB-SEM) to analyse the data. The findings reveal a significant positive effect of TL on OI (_=0.511, t = 8.241, p < 0.001), and a positive impact of JA on OI (_ = 0.156, t = 3.346, p < 0.001). However, the study also found that JA moderates the relationship between TL and OI (_ =- 0.178, t = -4.567, p < 0.001). Conversely, JC negatively affects OI (_ = -0.34, t = - 6.744, p < 0.001), even as JA moderates the JC-OI relationship (_ = 0.039, t= 2.193, p < 0.05). These findings provide precious insights into the dynamics of leadership, job design, and innovation within companies, highlighting the complex interaction among TL, JC, and JA in fostering organizational innovation. The study highlights the crucial role of strategic leadership and balanced organizational structures in fostering innovation within the public sector, emphasizing the need to carefully manage JA, leadership effectiveness, and JC to optimize creative outcomes. This implication suggests a re-evaluation of leadership approaches and organizational designs to enhance innovation in governmental entities. _ _