Creativity and innovation in rapidly developing Qatar: the impact of leadership and the mediation of psychological empowerment amidst rapid growth

Abstract

PurposeThis study examines the effects of perceived leadership styles on the perceived creativity and innovation of public servants working in a rapidly developing country while shedding light on the internal causal dynamics of these effects.Design/methodology/approachSurvey data are collected from 568 Qatari public servants working in a variety of public sector organizations. Data are analysed using structural equation modelling (SEM) employing SmartPLS.FindingsA significant relationship between perceived leadership styles and public servants' self-perceived creativity is found, with psychological empowerment as a mediating variable. Public servants that perceive their leaders as conveying transformational, transactional and servant leadership styles are found to have significantly higher self-perceived creativity, whereas authentic leadership does not have a significant positive effect. This finding indicates that transformational, transactional and servant leadership styles appear to impact public servants' creativity. This impact corresponds with findings from research on the relationship between leadership styles and creativity in the private sector. The results of this study confirmed the mediating effect of psychological empowerment, apart from authentic leadership.Originality/valueThe findings shed light on the relationship between perceived leadership styles and the self-perceived creativity of public servants working in a rapidly developing country, its causal dynamics and how these effects relate to corresponding findings in the private sector. The ensuing practical implications offer guidelines on how to organize leadership to maximize creativity and innovation in the public sector, especially in rapidly developing countries.