Creativity in Non-Routine Jobs: The Role of Transformational Leadership

Abstract

Job non-routineness refers to the extent that the assigned tasks are irregular, with high level of variability and low level of analyzability. To investigate its influence on employee creativity, in this study, we proposed a multi-level mediated moderation model combined with transformational leadership and organizational identification. Empirical results show that transformational leadership can moderate the effects of job non-routineness on employee creativity. To be specifically, when level of transformational leadership is high, job non-routineness will positively influence creativity. While, when level of transformational leadership is low, job non-routineness will unrelated or negatively related to creativity. Further, more, this moderation effect is totally mediated by organizational identity.