How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overload

Abstract

Purpose

This study investigates the mediating role of personal initiative taking in the link between employees' exposure to transformational leadership and their engagement in creative behavior, as well as a potential catalytic role of perceived work overload in this process.

Design/methodology/approach

The research hypotheses were tested with survey data collected among employees of a large organization that operates in the telecommunications sector.

Findings

Transformational leadership translates into enhanced creative work efforts among employees, because these employees adopt an action-based approach toward work. This mediating role of personal initiative taking is particularly prominent among employees who encounter excessive workloads in their daily jobs, because their initiative and creativity promise solutions to this resource-draining work situation.

Practical implications

For human resource managers, this study reveals that employees who go out of their way to address problem situations offer an important means by which a leadership style that inspires and challenges followers can be leveraged to produce enhanced creative outcomes. It also pinpoints how this process can be triggered by employees' beliefs that work demands are excessive.

Originality/value

This study adds to prior research by detailing a hitherto overlooked factor (personal initiative) and catalyst (perceived work overload), related to the translation of transformational leadership into increased creative behavior.

Citation

De Clercq, D. and Mustafa, M.J. (2024), "How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overload", Personnel Review, Vol. 53 No. 2, pp. 488-507. https://doi.org/10.1108/PR-02-2022-0090