The Impact of Transformational Leadership and Transactional Leadership on Voice Behavior and Creative Behavior through Job Crafting

Abstract

Purpose - In the face of an increasingly competitive business environment and the growing complexity and dynamism of work activities, employee voice and creative behaviors are essential to organizational growth and survival. Consequently, this study examines how to increase voice and creative behaviors in organizational life using transformational leadership and transactional leadership as the entry points, and selecting job crafting as the mediating variable.
 Design/Methodology/Approach - A hypothesized model was developed to examine the relationship between the constructs. The sample for the study comprised 364 Chinese employees. Data were analyzed using SPSS and structural equation modelling in AMOS.
 Findings - Transformational leadership and transactional leadership positively impact job crafting, voice behavior, and creative behavior, complementing the existing theory. Furthermore, this study finds that through job crafting, transformational leadership has an enhanced impact on voice and creative behaviors.
 Research Implications - Transformational leadership and transactional leadership are two separate and complementary types of leadership. Therefore, organizations should develop leaders that can flexibly use both styles to improve leadership effectiveness. Furthermore, the organization should pay more attention to employee job crafting, voice behavior, and creative behavior. Organizations or supervisors should appropriately grant employees work autonomy to respond to the rapidly changing external environment.