Workplace harassment with its serious consequences is a persistent workplace problem for individuals
and organizations. Varying from physical health problems to emotional dilemmas, harassment takes a toll
on victims whereas organizations suffer as well, with its effects in the form of turnover, low job
satisfaction, reduced commitment and absenteeism. Therefore, all such initiatives that prevent this
negative workplace behavior are crucial for the effective working of the organizations. This paper uses
Clarke’s situational crime prevention techniques as an anti-harassment framework however it presents a
sixth technique that needs to be followed by organizations if they effectively want to combat harassment
i.e. grooming of transformational leaders. The situational crime prevention framework developed by
Clarke put significant importance on physical security. Whereas the anti-harassment framework presented
in this paper is mainly focused on administrative systems of vigilance, governance and guidance. The
current study proposes that organizations can get the benefit of placing the situational crime prevention
framework if they increase awareness among their leaders that how their behaviors significantly affect
their employees in the workplace. Organizations need to understand that a long-term proactive perspective
that enhances social relations is needed to promote a harassment-free environment at the workplace.
The purpose of study is to examine the mediating role of psychological empowerment between the leader
characteristics of transformational leadership and emotional intelligence with employee innovative work
behaviour.This study employed partial least square- structural equation modeling (PLS-SEM) to examine the
mediating role of psychological empowerment. In addition, this study collected data through structured
questionnaire and convenience sampling from 185 respondents.The finding of this research shows that
psychological empowerment is important mediator between the relationships of emotional intelligence and
transformational leadership with innovative work behavior. In addition, the result yield that emotional
intelligence does not affect employee innovative work behaviour. However, tranformational leadership found
to be positively affecting psychological empowerment and innovative work behaviour. This study has wider
implications for the business leaders, managers, and consultants. Results of this reseach imply that the
psychological empowerment of employee is sine qua non for the innovative work behaviour. The leader has
onerous responsibilty to cultivate environment where employee feel motivated and free to embark on creativity
and demonstrate innovative behaviour.