The Impact of Transformational Leadership on Employees' Job Creativity.

Abstract

Transformational leadership, of the four dimensions, which has the greatest impact on job creativity was the focus and an assessment of the extent of impact was carried out. A quantitative descriptive-analytical approach was applied. Data was collected from a self-administered questionnaire with a 320-item sample from both service and industrial organizations where 287 completed surveys were collected, giving a response rate of 89.7%. Job creativity was assessed using a twelve-item scale built on the work of Zhou and George (2001). The data was subjected to analysis involving descriptive statistics, Pearson correlation, and simple and multiple regression. Mediation was examined through the bootstrapping procedure as outlined by Hayes (2022).

Data indicated that employees’ perception of their experience with transformational leadership was moderate to high (M = 3.71, SD = 0.68), and that they reported a lower perception of their own job creativity (M = 3.54, SD = 0.72). Transformational leadership accounted for approximately 46.3 percent of the variance in job creativity (R² = .463, F = 245.73, p < .001). Of the three variables, intellectual stimulation (β = .318, p < .001) and individualised consideration (β = .247, p < .001) were the strongest predictors, followed by inspirational motivation (β = .191, p < .01). Creative self-efficacy partially mediated the overall relationship, accounting for about a third of the effect. There were no variations by gender; however, employees with more than ten years reported lower creativity scores compared to other employees...