Enhancing Employee Creativity in the Banking Sector: A Transformational Leadership Framework

Qinghua Fu, Jacob Cherian, Khalil-ur Rehman, Sarminah Samad, Mohammed Arshad Khan, Mohammad Athar Ali, Laura Mariana Cismas and Andra Miculescu
Additional contact information
Qinghua Fu: Department of Business Administration, Moutai Institute, Zunyi 563000, China
Jacob Cherian: College of Business, Abu Dhabi University, Abu Dhabi P.O. Box 59911, United Arab Emirates
Khalil-ur Rehman: Faculty of Business Administration, Lahore Leads University, Lahore 54000, Pakistan
Sarminah Samad: Department of Business Administration, College of Business and Administration, Princess Nourah Bint Abdulrahman University, Riyadh 11671, Saudi Arabia
Mohammed Arshad Khan: Accounting Department, College of Administrative and Financial Sciences, Saudi Electronic University, Riyadh 11673, Saudi Arabia
Mohammad Athar Ali: Department of Finance, College of Administrative and Financial Sciences, Saudi Electronic University, Riyadh 11673, Saudi Arabia
Laura Mariana Cismas: Faculty of Economics and Business Administration, West University of Timisoara, 300006 Timisoara, Romania
Andra Miculescu: Faculty of Economics and Business Administration, West University of Timisoara, 300006 Timisoara, Romania
Authors registered in the RePEc Author Service: Laura-Mariana Cismaș

Sustainability, 2022, vol. 14, issue 8, 1-19

Abstract: Despite the growing academic interest in transformational leadership and employee creativity, the banking sector has not yet received enough consideration. Mostly, the banking sector was assumed to be an inappropriate setting for employee creativity as it is a tightly supervised and controlled segment of an economy. Nevertheless, some research studies in advanced nations emphasized the significance of employee creativity in a banking context. However, the case of developing countries (e.g., Pakistan) has remained an understudied area. Against this background, the objective of this study was to examine the relationships between transformational leadership (TL), perceived organizational support (POS), and employee creativity (EC) through work engagement (WE). Some private banks were selected, situated in a large metropolitan city, with data collected for the present research by a self-administered questionnaire. The structural equation modeling (SEM) technique was employed to analyze data. It was observed that TL and POS induce EC, whereas WE mediated these relationships. These findings may help policymakers of the banking industry to improve employee creativity through WE.

Keywords: transformational leadership; work engagement; employee creativity; perceived organizational support; management; new management style; organizational value creation (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (3)

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