Relationship between Transformational Leadership and Employee Creativity in China

Abstract

Purpose: The aim of the study was to analyze the relationship between transformational leadership and employee creativity in China. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: The relationship between transformational leadership and employee creativity in China has shown that leaders who inspire and motivate employees significantly enhance creative output. Transformational leaders foster an environment that encourages innovation by providing intellectual stimulation and individualized consideration, which in turn boosts employees' intrinsic motivation and willingness to take risks. Studies indicate that such leadership styles positively impact employees' creative problem-solving abilities and the generation of novel ideas. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, social exchange theory & self-determination theory may be used to anchor future studies on relationship between transformational leadership and employee creativity in China. Organizations should design and implement leadership development programs that emphasize transformational leadership behaviors proven to enhance creativity, such as fostering intellectual stimulation and providing personalized support. Policymakers should create guidelines that integrate transformational leadership principles into organizational policies, particularly those related to performance management and leadership evaluation.