Highlighting the implications of transformational leadership, the study examines the role of transformational leadership in predicting employee creativity The study also investigates the mediating role of innovation climate and moderating role of creative self-efficacy A study was carried out on a sample included a dyad of 372 employees and their immediate supervisors The findings indicate that transformational leaders can foster a climate for innovation that promotes employee creativity Further, a significant moderating role of creative self-efficacy was found in the relationship between innovation climate and employee creativity The findings reveal that employees with high creative-self-efficacy resort to creative behavior when they receive a supportive innovation climate

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2669408_code2341969.pdf?abstractid=2669408&mirid=5

Transformational Leadership, Innovation Climate, Creative Self-Efficacy and Employee Creativity: A Multilevel Study

Transformational leadership, innovation climate, creative self-efficacy and employee creativity: a multilevel study.

Effect of green transformational leadership on green creativity: A study of tourist hotels

The purpose of this paper is to investigate how servant leadership, trust in leader and thriving drive employee creativity.,Using a dyadic sample of 48 teams (each team comprising a supervisor and the subordinates under him), the authors investigated the role of servant leadership in predicting employee creativity, the mediating role of trust in leader and interactive role of thriving therein.,Findings of the study revealed that servant leaders instilled trust within followers, which acted as a mediator in predicting creativity. Further, thriving was found to act as a moderator that influenced the relationship between trust in leader and employee creativity. Findings also indicated that thriving employees exhibited a greater degree of creative behavior when they trusted their leader.,Based on these findings, the study draws the attention of managers toward the role of servant leadership, trust in leaders and thriving in promoting employee creativity.,This is one of the first studies to integrate servant leadership, trust in leader, thriving and creative behavior into a single theoretical model. The study further provides evidence to validate the proposed model in context of predicting employee creativity.

The influence of servant leadership, trust in leader and thriving on employee creativity

This research aimed to investigate effect of transformational leadership (TL) in stimulating employee creativity (EC) leading to organizational innovation (OI) and assess the moderating role of Intrinsic Motivation (IM) between TL and EC. The data was collected from 164 supervisor-employee dyads of 31 Pakistani software firms. A three-step approach to SEM was applied to examine mediator and moderator variables. The findings indicate that the Idealized Influence, Intellectual Stimulation, and Inspirational Motivation have a great influence on OI and EC but Individual Consideration was not found to be significantly related to OI and EC. The findings further proved the positive and significant moderating effect of IM for TL and EC. Thus, through TL style, EC can be promoted with the interactive effect of IM by inspiring employees to think out of the box leading to innovation in the organization. This paper attempts to contribute to the current literature by developing moderating role of IM. Furthermore, we have also examined how each dimension of TL is affecting EC, and OI, further some interesting discoveries are also made which other studies have not done before.

The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation

While research exploring the relationship between leadership and creativity is scant, there exists even smaller research analyzing the impact of specific supervisory behaviors on creativity. The first part of the study identifies a set of supervisory behaviors that has the potential to impact Employee Creativity. The second part of the study addresses the mechanisms through which leaders influence Employee Creativity and presents organizational justice perceptions, positive psychological capital and work motivation as important mediating variables. The study uses a combination of in-depth interviews and literature review to develop a causal framework linking leadership to Employee Creativity.

Abhiji Bhattacharya

Papers

Linking Leadership to Employee Creativity: A Study of Indian R&D Laboratories