Abstract
This research aims to examine the relationship between transformational leadership and employees’ creativity through mediating role of trust and job autonomy. The study employed cross sectional survey method for the collection of data from 187 employees working in construction and banking sectors of Pakistan. The findings reveal that transformational leadership fosters employees’ creativity through trust and job autonomy. Both trust and job autonomy have statistically significant mediating effect. However, trust being the mediator, plays a more significant role in boosting up the transformational leadership and employees’ creativity relationship as compared to job autonomy. This research helps to know how transformational leadership enhances employees’ creativity by enlightening the mediating role of trust and job autonomy. Further, the findings of this research also help the managers to understand and create such environment which enhances employees’ creativity by focusing on the factors identified in this study. This research contributes to advance the literature on the mediating role of trust and job autonomy in describing the relationship of transformational leader and employee’s creativity and highlighting that trust plays a more important role to enhance creativity in contrast to job autonomy. Further, this is the first attempt to enhance the employee creativity through transformational leadership style and the mediating role of both trust and job autonomy in Pakistan.
Highlights
The creation of novel and useful ideas is indispensable for the survival and competitiveness of organizations (Gong, Huang, & Farh, 2009)
This research aims to investigate a mechanism that explains the relationship between transformational leader and employee creativity by incorporating the mediating role of trust and job autonomy
One unit increase in transformational leadership (TL) leads to 0.91 units increase in trust development in employees
Summary
The creation of novel and useful ideas is indispensable for the survival and competitiveness of organizations (Gong, Huang, & Farh, 2009). Technological change and uncertainty as well as unpredictable environment force the leaders and managers of organizations to make their employees more creative and innovative (Zhang & Bartol, 2010). Both creativity and innovations play an essential role in the strategy development process of organizations. There is a need to find some other factors on a broader spectrum that can enhance Employees’ Creativity other than already identified factors In this regard, the role of a leader is crucial in promoting and enhancing creativity among employees.
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
