(The) relationship between transformational leadership and creativity

Abstract

This study seeks to find an intermediary mechanism that explains how transformational leadership affects creativity. Existing studies have focused on internal psychological factors of individual members such as intrinsic motivation or empowerment, so the role of contextual factors, including group dynamics, has been relatively less interesting. This study examined the effects of transformational leadership on employee creativity through perceived knowledge sharing and cognitive diversity related to group dynamics, based on a model of input-process-output. This study analyzed the results of questionnaires collected from 237 Korean workers by structural equation model. As a result, perceived knowledge sharing partially mediated the relationship between transformational leadership and employee creativity, and perceived cognitive diversity positively moderated the relationship between transformational leadership and perceived knowledge sharing.