Transformational leadership and creativity in a post-pandemic era: Mediation of autonomy and moderation of self-efficacy

Abstract

In accordance with the trait activation theory and the social exchange theory, this work considers the interaction of autonomy and self-efficacy to impact on the transformational leadership and creativity relationship. Four hundred and seventy-five (475) engineering employees of three major telecommunications companies in Ghana were sampled using convenience sampling and questionnaires. SmartPLS was used to perform the analysis utilizing Structural Equation Modeling (SEM). The findings demonstrated that a transformational leadership style gives employees autonomy, which fosters individual creativity. Additionally, self-efficacy moderates the relationship between autonomy and creativity in that individuals with high levels of self-efficacy are in a better position to come up with creative results when granted autonomy. As a result, telecommunications companies should inspire and educate transformational leaders to provide employees with the freedom they need to develop creative solutions.