Transformational Leadership, Creativity, Knowledge Sharing Research

This report presents a research study focused on transformational leadership and its impact on organizational creativity, with a specific emphasis on the mediating role of knowledge sharing. The study begins with an introduction that establishes the importance of leadership in organizational operations and highlights the role of transformational leadership in driving change and empowering employees. The research aims to examine the relationship between transformational leadership and organizational creativity, investigating how leaders facilitate knowledge sharing and foster a creative environment. The literature review explores the connection between communication, employee relations, and knowledge sharing to promote creativity. The methodology section outlines the research philosophy (positivism), approach (deductive), and design, including data collection methods and a proposed timeline. The study uses a quantitative approach, proposing a Likert scale to measure employee perceptions and compare them with the leader's self-assessment. The research seeks to answer questions about the applicability of transformational leadership, its role in augmenting organizational creativity, and the correlation between leadership, creativity, and knowledge sharing. The hypothesis suggests that transformational leaders contribute to organizational creativity through knowledge sharing. The report provides an in-depth analysis of leadership styles, employee perceptions, and the impact on organizational outcomes.

Running head: RESEARCH ON LEADERSHIP
RESEARCH ON LEADERSHIP
Name of the student
Name of the university
Author note

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Table of Contents
1. Introduction..................................................................................................................................2
1.1 Background of the study........................................................................................................2
1.2 Research problem..................................................................................................................3
1.3 Research aim..........................................................................................................................3
1.4 Research objectives...............................................................................................................3
1.5 Research questions.................................................................................................................4
1.6 Research hypothesis...............................................................................................................4
2. Literature review..........................................................................................................................5
2.1 Communication with employees and planning the modification.........................................5
2.2 Relation with the subordinates...............................................................................................5
2.3 Creativity through knowledge sharing and open discussions................................................7
2.4 Empowering knowledge and skills of employees through extensive training programs......8
3. Methodology................................................................................................................................8
3.1 Research Philosophy..............................................................................................................8
3.2 Research Approach................................................................................................................9
3.3 Research Design....................................................................................................................9
3.4 Data collection process..........................................................................................................9
3.5 Time frame...........................................................................................................................11
References......................................................................................................................................12

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Topic: Transformational leadership and organizational creativity: Examining the mediating
role of knowledge sharing behavior
1. Introduction
1.1 Background of the study
Leadership plays a major role in continuing with the value of the operations in an
organization. The transformational leadership style, in this connection, identifies the required
change in the organizational processes and thereby executes the same through empowering the
employees or the subordinates. Jaiswal and Dhar (2015) stated that the knowledge of the
organizational processes supports a leader in keeping up with the value of the operations while
adhering to the objectives of the business. In this context, communication plays a major role in
assisting the knowledge sharing aspects. Qu, Janssen and Shi (2015) opined that the enhanced
communicability of the transformational leaders assist the same in gathering the knowledge of
the organizational processes and distributing the same among the workforce. The even
distribution of the knowledge related to the organizational processes supports a leader in keeping
up with the value of the workforce performance.
On the other hand, specific knowledge on the processes of an organization supports a
leader in supporting the creativity of the process design. Henker, Sonnentag and Unger (2015)
noted that a transformational leader supports an organization through psychological
empowerment, organizational commitment and organizational citizenship behavior (OCB). The
varied range of activities that are entertained by an organizational leader supports an
organization in emerging positive workplace environment that is suitable for sharing knowledge
among the workforce. On the other hand, the collaborative functioning of the transformational

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leader with the workforce supports an organization in keeping up with the value of the
knowledge sharing aspects of the same in adherence to the needs of keeping up with the
creativity. Therefore, the research will examine the different initiatives that are entertained by
the transformational leaders in supporting the knowledge sharing elements in an organization
while keeping up with the creativity of the same.
1.2 Research problem
The varied range of leadership styles has specific impacts on the organizational abilities
in keeping up with the value of the organizational operations. In this relation, transformational
leadership supports an organization in emerging the creativity of the same. However, there are
significant barriers that are faced by the leadership style is related to inspiring the workforce for
accepting the change in adherence to the needs of the organization. It has affected the
capabilities of the leaders in augmenting the knowledge sharing capabilities of the same, which
affected the change management process.
1.3 Research aim
The aim of undertaking the research will be to examine the role of Transformational
leadership in the context of organizational creativity through facilitating of knowledge sharing
aspects.
1.4 Research objectives
The research objectives will be:
 To understanding the transformational style of leadership and its applicability in
organizations

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 To examine the role of transformational leader in augmenting the organizational
creativity
 To evaluate the correlation between the transformational leadership and organizational
creativity in respect to knowledge sharing aspects
 To suggest recommended activities for the transformational leaders with the aim of
augmenting the organizational creativity
1.5 Research questions
The research questions will be:
 What is transformational style of leadership and how is it applicable in organizations?
 What is the role of transformational leader in augmenting the organizational creativity?
 How is transformational leadership and organizational creativity related with one another
in respect to knowledge sharing aspects?
 What are the recommended activities that might be entertained by transformational
leaders while augmenting the organizational creativity?
1.6 Research hypothesis
H0 – The transformational leaders does not contribute to the organizational creativity through
knowledge sharing
H1 - The transformational leaders contributes to the organizational creativity through knowledge
sharing

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2. Literature review
2.1 Communication with employees and planning the modification
Dong et al. (2017) stated that the varied range of modifications that are entertained by
the organizations are based on the initiatives that are entertained by the leaders. In this
relation, the transformational leadership style helped organizations in facilitating creativity in the
processes and propositions through a variety of changes. Jyoti and Dev (2015) stated that the
collaborative functioning of the leader along with the employees supports the same in keeping up
with the value of the change processes. On the other hand, Wang, Kim and Lee (2016) noted
that efficient communicability and knowledge sharing aspects between the leaders and the
employees supports an organization in augmenting the rate of creativity of the same.
The varied range of changes that are entertained by thee organizations are based on
the uninterrupted operations of the systems through suitable circulation of knowledge and
information on the change processes. The transformational leaders undertake interactions with
the subordinates and the other stakeholders before implementing the change in the organizational
processes. On the other hand, Kim and Yoon (2015) noted that the transformational leader take
steps top make the workforce aware of the varied range of modifications in the processes in
adherence to the common goals of the businesses.
2.2 Relation with the subordinates
The delineation of the LMX theory (leader–member exchange) helps in recognizing
the dyadic relation that is being established by the transformational leaders with the employees.
Khalili (2016) stated that enhancement in the LMX supports an organization in keeping up with
the collaborative functioning of the systems in adherence to the needs of the business. On the

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other hand, Choi, Tran and Park (2015) opined that the delineation of the power- distance gap
between the leaders and the members supports an organization in recognizing the probable
steps that might be entertained by the same for facilitating interactions with the employees.
However, it has been noted that in 60% of the cases transformational leadership fails to influence
the activities that are entertained by the subordinates or the stakeholders, which might affect
the capabilities of the organizations while emerging creative venture (Mokhber, bin Wan Ismail
& Vakilbashi, 2015).
The relations with the subordinates assist an organization in emerging the operations in
adherence to the needs of the business while operating in varied global economies . Suitable
interactions with the employees assist a transformational leader in keeping up with the value of
the creativity. The varied range of activities that are entertained by the organizations supports
the same in keeping up with the value of the operations in adherence to the needs of the
business. The transformational leaders assist an organization in integrating the operations of the
same through facilitation of interactions among the employees.
Bai, Lin and Li (2016) stated that the interactions with the employees supports an
organization in facilitating continuous learning process through maximizing the engagement of
the stakeholders in the p5rocesses. On the other hand, Deichmann and Stam (2015) stated that
the development of creativity in an organization is based on the consultations that are
entertained by the transformational leaders with the different stakeholders. It supports an
organization in emerging the processes through facilitation of change readiness among the
members. The enhanced relation of the leader with the subordinates supports an organization in
keeping up with the collaborative functioning of the same through enhancemenm6 in the inter-
trust factors.

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2.3 Creativity through knowledge sharing and open discussions
The creativity of an organization is based on the development of the knowledge
sharing capabilities of the leaders with the employees. Gu, Tang and Jiang (2015) stated that the
open- door policy that is emphasized by the transformational leaders supports the same in
keeping up with the value of the operations in adherence to the needs of the same while
operating in varied global economies . The creativity of the venture in an organization is
based on transmission of knowledge, which is facilitated through open discussions that are
entertained by the transformational leaders. To, Herman and Ashkanasy (2015) stated that the
open discussions with the employees supports an organizational leader in making the same aware
of the processes and the creativity that is being required by the venture for gaining a competitive
edge. In this relation, the transformational leaders facilitate open discussions with the
stakeholders of the venture with the aim of keeping up with the value of the operations in
adherence to the needs of the venture.
The interactions that are entertained by the leaders assist the same in recognizing
the pros and cons that might be faced by the organization through the implementation of the
modification. On the other hand, Boies, Fiset and Gill (2015) stated that the development of the
workforce capabilities are solely based on the knowledge that is induced on the processes by
the leaders. Effective knowledge of the processes supports an organizational workforce in
emerging the activities that are entertained by the same while contributing to the creativity of
the venture. Therefore, the open discussions with the employees assist a transformational leader
empowers the activities that are entertained by the workforce while contributing to the
organizational creativity.

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2.4 Empowering knowledge and skills of employees through extensive training programs
The training and development programs that are planned by the transformational leaders
assist the same in augmenting the operations of the workforce in adherence to the needs of the
change process. Imran, Ilyas and Aslam (2016) stated that the transformational leadership style
supports an organization in emerging the capabilities of the employees while operating in varied
global economies . The modifications that are planned by the organizations are based on
the skills and experience of the employees. Empowering the knowledge related needs of the
employees supports an organization in emerging the operations of the same. On the other hand,
empowering the skilled employees to share knowledge and experiences with the new employees
assist a transformational leader in augmenting the knowledge management related activities in
the organizational workforce. Deichmann and Stam (2015) stated that sharing knowledge among
the employees assist an organization in empowering the activities of the same while operating in
varied creative processes. Therefore, the training and empowerment operations of the
transformational leader assist businesses in keeping up with the value of the creativity of the
ventures.
3. Methodology
3.1 Research Philosophy
The current research will be entertained through the facilitation of the Positivism
philosophy, which will assist in recognizing the value of the transformational leaders in
empowering the creativity in organizations. The facilitation of the philosophy will assist in
keeping up with the value of the study through the facilitation of scientifically proven
techniques and theories. The philosophy will assist in recognizing the scientific characteristics

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of the leadership style through the application of psychological theories and thereby delineate the
manner in which it supports an organization in keeping up with the creativity of the same.
3.2 Research Approach
The research will be entertained through the facilitation of a deductive approach,
which will focus on augmenting the study through the facilitation of data from various
available sources. The approach will be assisting in augmenting the research study through the
facilitation of different models on transformational leadership and the manner in which it
influence the creativity of ventures in the aspect of knowledge sharing among the employees.
The research approach will be assisting in recognizing the different contributions that are
made by the leaders in keeping up with the value of the operations in adherence 4 to the needs of
the organizational creativity.
3.3 Research Design
The current study will be executed through the application of Explanatory research
design, which will assist in recognizing the cause-effect relationship between the activities
that are entertained by the transformational leaders and the creativity in the organizations. The
facilitation of the explanatory research design will assist in forecasting the different outcomes of
the activities that are entertained by the leaders and the suggested recommendations that might
help the same in augmenting the activities.
3.4 Data collection process
The data for the research will be collected through the application of mixed methodology,
which will make use of primary quantitative survey and secondary data collection from
different reliable and available sources. The primary sets of quantitative questions will be

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framed with the view of recognizing the viewpoint of the employees from 6 companies. The
sample size that will be considered for the survey is 200 employees from the chosen 6
companies. The viewpoint of the employees will assist in identifying the contribution of
transformational leaders to the organizational creativity. The questionnaire will be created
through the assimilation of 15 close ended survey questions that will closely identify the
challenges and opportunities that are encountered by the transformational leaders while
enforcing creativity. Simple random sampling strategy will be utilized for gathering feedbacks
and responses from the employees. On the other hand, the research will undertake a secondary
assessment of the data from different reliable sources like peer reviewed journals, articles, blogs,
company annual reports and industry reports which will assist in emerging an insight on the
creativity of the organization and the manner in which the transformational leadership influenced
the positive modifications in the organizational position.

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3.5 Time frame

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References
Bai, Y., Lin, L., & Li, P. P. (2016). How to enable employee creativity in a team context: A
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Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the
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Deichmann, D., & Stam, D. (2015). Leveraging transformational and transactional leadership to
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