Abstract
Supervisory transformational leadership behavior is attracting a widespread interest due to its fundamental quality that spurs subordinate confidence and optimism in the workplace. Although, despite the mounting evidence that links transformational leadership to different organizational and individual innovative outcomes, it is not yet been documented whether transformational leadership (TFL) can strengthen employee’s creative performance behavior in the workplace. Recently, Successful entrepreneurs thrive under competitive pressures in today’s high customer sensitivity to quality and innovative services. Hence, it's now clear that workplace creativity would be a potential solution for driving business success today. Although, the vital role of supervisory transformational leadership behavior in enhancing creative performance behavior of employees has not been dealt with in depth. However, the present paper aims to validate the potential and possible relationship between supervisory transformational leadership style and employee’s creative performance behavior in the workplace. To prove or disprove the assumptions underlined in this study, a cross-sectional research design, was conducted using data from 14 commercial banks operating in Rwanda (412 of total respondents). A variety of methods and tools were employed to examine the relationship between the variables hypothesized in this study. We conducted CFA in SEM-Amos, mean and standard deviation using SPSS and also Hayes macro process to measure the possible effect of each variable in this model. The overall results support our hypothesized model. In this regard, we believe that we have obtained comprehensive results proving and validating the usefulness of our hypothetical model.
Highlights
transformational leadership (TFL) and its impact on employees’ positive organizational behaviors have received much attention in management literature
We have introduced a climate for creativity to moderate the relationship between TFL and employee’s creative performance behaviors
In the first step for measurement model, we conducted CFA for each construct used in our study (i.e. Transformational leadership, creative efficacy beliefs, climate for creativity and creative performance behavior)
Summary
TFL and its impact on employees’ positive organizational behaviors have received much attention in management literature. Considering the recent review of the literature on TFL theory (TFL) (Jung, Bass, & Sosik, 1995;Bass, Avolio, Jung, & Berson, 2003;Bass, 1990), TFL behavior is widely considered to be the most important in driving employees positive behaviors in the workplace (Gashema & Gao, 2018) In this view, Bass (2000), asserted that transformational leaders move followers beyond their own self-interests for Page144. There has been a rapid rise in the use of TFL theory to explain the relationship between leadership style and positive employees’ outcomes due to its potential to influence employees’ attitudes see Yammarino & Bass, (1990);Afsar & Bin Saeed, (2014); Fernando, & Caputi, (2010);Kang, Solomon, & Choi, (2015) In another hand, today's business leaders are dealing with complex competitive concerns
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