Abstract
Sustainable competitive advantage is the ultimate goal of numerous creative oriented firms. Therefore, this study’s purpose is to investigate the relationship amongst transformational leadership and employee creative performance with the intervening mechanism of creative self-efficacy, furthermore, this study’s purpose is to examine the knowledge sharing culture moderating role amongst transformational leadership and creative self-efficacy. A quantitative survey methodology was used for data collection, and 150 questionnaires have been circulated to employees employed in the private banking sector situated within twin city premises. This study’s result indicated that transformational leadership and employee creative performance have significant relationships with each other, moreover, creative self-efficacy mediates amongst that relationship. Furthermore, knowledge sharing culture does not moderate amongst transformational leadership and creative self-efficacy. Practical implications and limitations have been discussed. Likewise, the future direction is also recommended in this study.
Published Version (
Free)
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 callMore From: International Journal of Innovation, Creativity and Change
Disclaimer: 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.
