The research used a nonexperimental quantitative research design to study the influence of transformational leadership style on employee innovation behavior mediated by managerial innovation support in American product innovators. The study contributed to the existing body of knowledge by examining the relationship between product innovation employees and the employee’s leader. The study was essential to the business management field of study as the results help leaders understand how to increase innovation, setting organizations apart from the competition, which delivers stronger business. Transformational leadership theory was the root of the research and built upon Lukes and Stephan’s theoretical model by understanding the relationship. The research utilized three instruments: Multifactor Leadership Questionnaire (MLQ) rater form to gather employee perceptions of the employee’s leaders’ style, Innovation Behavior Inventory (IBI) to gather self-reported innovation behaviors, and Innovation Support Inventory (ISI) to collect the potential mediated effect of managerial innovation support. Innovation and creativity in the workplace previously connected to the transformational leadership style, but existing research has not addressed managerial innovation support influenced between the employee’s perception of the manager’s transformational leadership style and employee’s innovation behavior. The research utilized simple linear regression analysis to answer the first research question (RQ1), to what extent does transformational leadership style relate to employee innovation, and the second research question (RQ2), to what extend does managerial support relate to employee innovation behavior. A mediation analysis answered research question 3 (RQ3), to what extent does managerial support serve as a mediating variable between transformational leadership and employee innovation behavior. One hundred thirty-one participants (N = 131) volunteered to take the MLQ, IBI, and ISI. The study found that all assumptions were met, all analysis showed significance, and alternate hypotheses were accepted, noting a partial mediation was discovered for RQ3. Employee innovation behavior significantly predicted transformational leadership style, r(129) = .608, F(1, 129) = 75.76, p < .000, with an r² .37. Employee innovation behavior significantly predicted managerial support, r(129) = .55, F(1, 129) = 57.25, p < .000, with an r² .31. Managerial support partially mediates transformational leadership and employee innovation behavior. A reduction in beta in the analysis led to partial mediation. Further studies are recommended to address what is driving the partial mediation versus a full mediation, analyze and use the study to issue the instruments to the employees’ direct leader, and provide qualitative data to complement the quantitative study.