Knowledge Sharing by Leadership Perks up Creativity: An Empirical Evidence Based on Multilevel Survey

GholamReza Zandi, Imran Ahmed Shahzad, Ayesha Kanwal, Khawar Naheed, Muhammad Sadiq Shahid () and Sandy Low Bee Choo
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GholamReza Zandi: Universiti Kuala Lumpur Business School
Imran Ahmed Shahzad: The University of Faisalabad
Ayesha Kanwal: Bahauddin Zakariya University
Khawar Naheed: Bahauddin Zakariya University
Muhammad Sadiq Shahid: Bahauddin Zakariya University
Sandy Low Bee Choo: Universiti Kuala Lumpur Business School

A chapter in Corporate Practices: Policies, Methodologies, and Insights in Organizational Management, 2024, pp 393-412 from Springer

Abstract: Abstract Creativity has been under discussion for decades, and every time researchers address it, new challenges and solutions occur. This study aimed at inscribing the issues confronted by leaders in nurturing creativity at two levels, individual and team. For the same, hypotheses have been developed and tested by a multilayered model concerning dual-focused transformational leadership (TFL) and incorporated intervening mechanisms. For this multi-source survey, data has been collected from employees, team leaders, and managers working in pharmaceutical firms and analyzed through Structure Equation Modeling with the help of SmartPLS. The findings instituted that individual-focused TFL had an affirmative indirect influence on an individual's creativity through individual skill development. In contrast, team-focused TFL influences team creativity over team tacit knowledge sharing and support for creativity. This study also evidenced that tacit knowledge has a moderating impact on skill development and individual creativity. The findings of the current research further proved the direct effect of personality traits on boosting individual creativity. The result found the insignificant moderating effect of openness to experience on the relationship between individual skill development and creativity. Additionally, this study discussed the proof of the given theoretical framework while the study is helpful for leaders and top management from a practical implications point of view. This study has limitations and also recommends future directions.

Keywords: Transformational Leadership; Team Tacit Knowledge; Support for Creativity; Openness to Experience; Employee Creativity (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-981-97-0996-0_23

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DOI: 10.1007/978-981-97-0996-0_23

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