How Transformational Leadership Fuels Employeeâ€™s Creative Performance Behaviors in the Workplace?
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Bruce Gashema: School of Economics and Business Studies, Kigali Independent University-ULK, Kigali, Rwanda Phone Number:+250788423061
International Journal of Research in Business and Social Science (2147-4478), 2019, vol. 8, issue 4, 144-162
Supervisory transformational leadership behavior is attracting a widespread interest due to its fundamental quality that spurs subordinate confidence and optimism in the workplace. Although, despite the mounting evidence that links transformational leadership to different organizational and individual innovative outcomes, it is not yet been documented whether transformational leadership (TFL) can strengthen employeeâ€™s creative performance behavior in the workplace. Recently, Successful entrepreneurs thrive under competitive pressures in todayâ€™s high customer sensitivity to quality and innovative services. Hence, it's now clear that workplace creativity would be a potential solution for driving business success today. Although, the vital role of supervisory transformational leadership behavior in enhancing creative performance behavior of employees has not been dealt with in depth. However, the present paper aims to validate the potential and possible relationship between supervisory transformational leadership style and employeeâ€™s creative performance behavior in the workplace. To prove or disprove the assumptions underlined in this study, a cross-sectional research design, was conducted using data from 14 commercial banks operating in Rwanda (412 of total respondents). A variety of methods and tools were employed to examine the relationship between the variables hypothesized in this study. We conducted CFA in SEM-Amos, mean and standard deviation using SPSS and also Hayes macro process to measure the possible effect of each variable in this model. The overall results support our hypothesized model. In this regard, we believe that we have obtained comprehensive results proving and validating the usefulness of our hypothetical model. Key Words:Creative performance behavior, transformational leadership, creative efficacy beliefs, climate for creativity
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Persistent link: https://EconPapers.repec.org/RePEc:rbs:ijbrss:v:8:y:2019:i:4:p:144-162
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