Enhancing Employee Creativity in the Banking Sector: A Transformational Leadership Framework

Despite the growing academic interest in transformational leadership and employee creativity, the banking sector has not yet received enough consideration. Mostly, the banking sector was assumed to be an inappropriate setting for employee creativity as it is a tightly supervised and controlled segment of an economy. Nevertheless, some research studies in advanced nations emphasized the significance of employee creativity in a banking context. However, the case of developing countries (e.g., Pakistan) has remained an understudied area. Against this background, the objective of this study was to examine the relationships between transformational leadership (TL), perceived organizational support (POS), and employee creativity (EC) through work engagement (WE). Some private banks were selected, situated in a large metropolitan city, with data collected for the present research by a self-administered questionnaire. The structural equation modeling (SEM) technique was employed to analyze data. It was observed that TL and POS induce EC, whereas WE mediated these relationships. These findings may help policymakers of the banking industry to improve employee creativity through WE.