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ABSTRACT
This research aims to know the role of transformational leadership in achieving organizational creativity in the General
Company for Soft Drinks in Baghdad. In addition to describing and diagnosing the dimensions of transformational
leadership and the internal and external justifications for achieving organizational creativity and determining the
relationship of influence between them, perhaps this is what gives it importance if we can reach a definition of the
content of the essential effects of those dimensions in achieving organizational creativity and studying it according to
scientific foundations and thus putting the organization on the right track after making appropriate changes and
overcoming the resistance that may occur as a result of that and then achieving the organization's goals in growth,
continuity and success. The researcher adopted the descriptive analytical approach in analyzing the research problem,
and the research included two main hypotheses from which twelve sub-hypotheses emerged that were subjected to
statistical tests, and a sample of (160) managers distributed at the upper, middle, and executive levels and employees
in the company above was selected. The researcher also used the questionnaire as a primary tool for collecting data
and information in addition to visits and structured interviews during the application period. The research reached a
set of conclusions and recommendations, among which is a relationship of influence between transformational
leadership and organizational creativity. The most prominent recommendations are: working to raise the level of
participation of individuals working in the company by involving them in the administrative process and showing
interest in their ideas and opinions, which will be reflected in their performance, and the necessity of the company's
Research Article
TRANSFORMATIONAL LEADERSHIP AND ITS ROLE IN ACHIEVING
ORGANIZATIONAL CREATIVITY
Submission Date:
Aug 05, 2024,
Accepted Date:
Aug 10, 2024,
Published Date:
Aug 15, 2024
Crossref doi:
https://doi.org/10.37547/ajsshr/Volume04Issue08-08
Zahraa Mhmood Abdalzahra
Al-Furat Al-Awsat Technical University, Technical Institute, Karbala, Iraq
Journal
Website:
https://theusajournals.
com/index.php/ajsshr
Copyright:
Original
content from this work
may be used under the
terms of the creative
commons
attributes
4.0 licence.
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Servi
management's interest in applying empowerment as a modern management strategy that seeks to encourage
transformational leadership and its employees to abandon traditional management methods and systems to be able
to achieve continuous improvement in the services provided and the impact of that on achieving creativity.
KEYWORDS
Transformational Leadership, Organizational Creativity.
INTRODUCTION
The current era is witnessing many rapid developments
and multiple changes due to the information,
communications, and technology revolution, which
has made organizations suffer from challenges and
difficulties in how to keep pace with them and adapt to
them. This required finding modern ways to replace
traditional methods and procedures and providing
appropriate and flexible means to respond to them.
This made current organizations consider finding more
efficient leaders who were more suitable for this era,
away from traditional leadership. Administrative
studies and research, theoretically and in the field,
have paid great attention to change through their
interest in the environment surrounding the
organization and the mutual influence between them.
Undoubtedly,
environmental
changes
in
the
organization’s environment are usually accompanied
by organizational changes at the organization level to
ensure continuity and success. Modern organizations
have found themselves facing a fateful issue
represented in the necessity of keeping pace with the
developments taking place in their environment and
searching for permanent renewal to keep pace with
the various developments in society, as these rapid
changes
have
forced
the
organizations’
administrations, if they want to survive or maintain
their market position, to speak one language, which is
the language of the era, the language of change, and
to make radical changes in their administrative
methods and search for modern creative methods, by
focusing on the human element, which is the essence
of the administrative process, by preparing the
appropriate administrative environment. From this
standpoint, administrative change has become an
inherent characteristic of all organizations, part of the
administrative process, and a primary function of the
successful leader, not a strategy that only appears
during
crises.
Therefore,
no
administrative
organization can succeed in following a policy of
stability and stagnation; instead, it must adapt to the
developments and events surrounding it.
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Hence, this research came to identify the role of
administrative leadership in achieving organizational
creativity.
The first section: Study methodology
1-1: The problem of the study.
The topic of organizational creativity has received
increasing attention from many writers, researchers,
and specialists in research and analysis for its influential
role in the sustainability and continuity of the
organization and its success, as creativity and its
management have become one of the effective means
of confronting and responding to increasing
environmental changes and facing and overcoming
increasing competition, contingent on the availability
of administrative leadership appropriate to the type of
systems and the requirements and nature of its work.
From here, the research problem can be formulated in
the following questions:
1- What are the dimensions of transformational
leadership, and what are the most used dimensions in
the company under study?
2- What is organizational creativity? And to what extent
is
the
company
directed
toward
achieving
organizational creativity?
3- What is the relationship between transformational
leadership and achieving organizational creativity in
the company?
4- What is the role of transformational leadership in
achieving organizational creativity in the company?
1-2: The importance of the study
The importance of the study comes from the necessity
of integration between transformational leadership
and organizational creativity, especially in light of the
rapid transformations from the traditional perspective
(competition based on the logic of economies of scale)
to the contemporary perspective (competition based
on the logic of economies of scope, differentiation and
superiority), especially after the removal of barriers
between countries and the opening up of the world so
that what is described as a small village has become
through
the
information
and communication
technologies used, as most of the information has
become available to everyone for an almost
unbelievable period of time, which requires
organizations to pay sufficient attention to this by
responding to external changes and preparing for
them and adapting to confront them, and here the
importance of the role of transformational leadership
in achieving organizational creativity for the company
is evident, as the importance of the study is evident in
the attempt to provide a theoretical and applied
framework that links transformational leadership and
achieving organizational creativity, as this link in itself
may represent a modest scientific addition worthy of
attention. 1-3: Study objectives:
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The study sought in its theoretical and practical aspects
to study the variables (transformational leadership,
organizational creativity) and to know the effect
between them to achieve the following objectives:
1- Describe and diagnose the dimensions of
transformational administrative leadership and the
internal and external causes of organizational
creativity in the soft drink company in Baghdad.
2- Select the strong effect through regression models
for transformational leadership dimensions on
organizational creativity to identify the most influential
dimension in organizational creativity in the company
under study.
1-4: Study hypotheses:
The study is based on the main hypothesis that (there
is a statistically significant influence relationship
between
transformational
leadership
and
organizational
creativity).
The
following
sub-
hypotheses branch out from it:
H1: There is a statistically significant influence
relationship for the dimension of ideal influence in
achieving organizational creativity.
H2: There is a statistically significant influence
relationship for the dimension of inspirational
motivation in achieving organizational creativity.
H3: There is a statistically significant influence
relationship between the dimension of intellectual
consultation in achieving organizational creativity.
H4: There is a statistically significant relationship
between the dimension of individual consideration and
achieving organizational creativity.
Second topic: The theoretical framework of the study
-1: Transformational Leadership
First: The concept of transformational leadership:
The beginnings of the emergence of transformational
leadership go back to the studies of (Burns), who
described leadership as a process related to internal
relationships in which the leader influences his
followers. Thus, the influence is withdrawn in changing
(adapting) their behavior to face challenges. In this
field, (Burns) defines transformational leadership as
the process of significant changes affecting the trends
and assumptions of the organization's members and
building commitment to the goals, strategies, and
mission of the organization, i.e., it is related to the
leader's influence on his followers to enable them to
participate in the process of change in the organization
(Yuki, 1984, p. 269). The concept of transformational
leadership received significant attention from
management writers after the mid-eighties, especially
when many organizations realized the need to make
significant changes in the way of doing business to
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confront changes in the environment. (26, Bass, 1985)
proposed a more detailed theory to describe
organizational
transformational
processes
and
distinguish between transformational, charismatic,
and
transactional
leadership.
Transformational
leadership is defined as the leader who transforms the
vision into reality and motivates followers to transform
their interests for the benefit of the group (Bass, 1985,
p. 27). Based on this, leaders transform followers by
making them more aware of the importance and
values of job outputs, meeting the needs and demands
of followers, and convincing them to sacrifice. With
their interests for the sake of the organization, and as
a result, followers feel trust and respect towards the
leader. They are motivated to accomplish more than
initially expected (Yuki, 1984, p. 272). Transformational
leadership is a contemporary approach that inspires
leaders and followers to exceed their capabilities and
increase their performance. It gives them self-
confidence to provide the best service or product with
efficient use of resources and clear support for their
social and emotional needs (Cheung & Wong, 2010:
657). Transformational leadership plays a significant
role in making organizational changes to enhance the
achievement of the goal through the leader's endeavor
to raise the level of his subordinates in order to achieve
self-development and work on developing and
advancing the workers and the organization as a whole
(Sani & Maharani, 2012: 102). The latest developments
in leadership theory have shifted attention from the
early theory of charismatic leadership, which
considered the leader an exceptional or unusual
person and the workers as parties dependent on the
leader, to the modern theory of charisma (Neo-
Charismatic) or the theory of transformational
leadership, which relies on consensus and social
characteristics, not personal characteristics, and
develops workers and enables them to perform
independently.
A
leader
with
charismatic
characteristics is a transformational leader; therefore,
transformational leadership is more comprehensive
and meaningful than charismatic leadership (Jalab,
2011, p. 510). The new transformational leadership
theory was known as (Full-Range et al.), which means
the theory of full-range leadership as an attempt to
expand
the
integrated
understanding
of
transformational leadership (Bass & Avolio, 2004, p18)
and expressed in the abbreviation (FRLT) and it
distinguishes typical leaders. Leadership behavior is
continuous and across three main axes or pillars: the
effectiveness or influence of the leader, the type of
activities and work methods, consistency, regularity,
and balance in dealing with everyone in a constant and
equal manner. The focus depends on the leader's
activity in different cultures, so it is sometimes called
leadership based on cultures (Wang et al., 2010), p2925,
and Figure (1) shows that contemporary leadership is
divided into three main and different types, which are:
1- The transformational leader 2- The transactional
leader 3- The negative or neutral leader.
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Table No. (1) Some definitions of transformational leadership
N.
Researcher
Year &
Page
Definition
1
Shibru
2011
:
687
A leadership style that inspires followers to transcend personal
interest and transform it to the benefit of the organization and is
able to influence the interests of followers.
2
Bell
2013
:
2
A process based on motivating followers to transcend personal
interest at the expense of the interests of the team or
organization.
3
Al-Qaisi and
Al-Taie
2013
:
762
It is strategic leadership, and is considered the most important
modern leadership model. It is of a special type that takes on
the process of change and transformation in a way that suits the
pressures of the changing internal and external environment and
in a way that ensures the achievement of the organization's
goals in their specific quantitative, qualitative and temporal
dimensions.
Al-Sudani
2014
:
43
This leadership style that shows the extent of the leader's
influence on subordinates in terms of motivating and inspiring
them and pushing them towards mastering work in a manner
consistent with the organization's goals.
4
Al-Azzawi
and
Suleiman
2019
:
11
It is the method adopted by the leader to influence the behavior
of his followers (individuals or groups) in light of his possession
of a clear vision of the organization's message, its changes and
inspiration, and his ability to create excitement in his followers in
a way that gains their trust and loyalty and motivates them
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towards realizing those changes, accepting them and committing
to them.
The researcher prepared the table based on the above
sources.
In light of the definitions mentioned above,
transformational leadership can be defined as "the
leadership that works to mobilize the latent energies
of subordinates, develop them, and harness them to
serve the organization's goals by influencing their
behaviors, inspiring them, and motivating them to put
forward positive ideas by empowering them and
involving them in decision-making."
Second: Transformational Leadership Tasks
In order to achieve their goals, transformational
leaders practice several tasks, including: (Al-Azzawi
and Suleiman: 2019: 12)
1- Realizing the need for change.
2- Defining the vision or image of the desired future, as
the leader explains to the followers the ultimate goal
he seeks to achieve.
3
—
Communicating the vision to the followers in a
convincing and clear emotional way that makes them
believe in it, get excited about it, and rush to work to
achieve it and sacrifice for it. In this regard, Heskett
(1992, 146) indicates that a successful leader can
communicate his vision, encourage followers to define
and question his message and motivate middle
management to take the reins of leadership.
4- Implementing the vision. This requires gaining the
respect and interaction of followers and the leader
implementing the vision and ensuring that all actions
are consistent with this vision and new values.
5- Raising followers' commitment to the vision.
Third: Dimensions of Transformational Leadership
The views of writers and researchers have varied and
differed
regarding
the
dimensions
of
the
transformational leader. However, most of them
agreed on five essential characteristics that will be
addressed in the current research, which are:
* Ideal influence
* Inspirational motivation
* Intellectual stimulation
* Individual consideration
* Empowerment.
The
following
is
an
explanation
of
these
characteristics:
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• Idealized Influenc
e: Through this characteristic, the
transformational leader is a model that subordinates
follow. They show persistence and determination in
pursuing goals and display high levels of ethical
behavior with a high sense that ideally raises
subordinates' ethics, morale, and values to higher
levels according to what is expected (Niekerk, 2005: 5).
Inspirational Motivation
: Leaders act according to this
characteristic in ways that motivate and inspire those
around them by promoting the spirit of the group,
showing enthusiasm and optimism, and making
followers focus and think about attractive and multiple
future situations and motivating them to study very
different and desirable alternatives (Al-Ghamdi, 2001,
p. 8).
This trait expresses the leader's ability to express
himself attractively, arouse their motivations, and
spread enthusiasm toward achieving goals (Goodwin
et al., 2011, p. 411). Al-Ghazali points out that motivating
subordinates is a process of focusing on the
transformational leader's behavior and conduct, which
makes subordinates love challenges and arouses
feelings and emotions in employees (Al-Ghazali, 2012:
9). Intellectual simulation: Intellectual simulation is the
leader's ability to challenge the status quo through the
ability to search for new ideas and encourage
employees to solve problems in creative ways and
support new models in work methods. Leaders work
to increase awareness, encourage the adoption of new
work methods, and address old situations in modern
ways and viewpoints that keep pace with global
developments, which generates innate confidence in
developing employees as it is positively linked to
leaders' positions. (AL-Swidi et al., 2012: 136
–
137)
• Individualized consideration: This characteristic
refers to the leader's behavior, showing interest and
care for his followers, working to achieve the comfort
and permanent well-being of subordinates, and being
directed to team members. Individual consideration
has inspiring motives for the leader that are frequently
linked to the future goals of the organization, which
are viewed as significant and challenging for business
and personal goals, and subordinates are motivated
and inspired to achieve the goals of the organization
(Ismail et al., 2010: 96).
2-2: Organizational creativity:
First: The concept of organizational creativity:
It is defined as a special function of the entrepreneurial
relationship through which current businesses,
services, and new initiatives mature through the
individual alone. It is the means by which the
entrepreneur innovates new production resources of
value or gives current resources the ability to enhance
the generation of value (Al-Swidi, 2013: 33).
New can be adopted by the organization's employees
or imposed on them by decision-makers, resulting in
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some change in the organization's environment,
processes, or outputs. The American Organization for
Training and Development defines creativity as
"producing ideas or real or imaginary things and
putting them in new and valuable ways (Al-Rashidi,
2018, p. 542). Creativity is defined as the ability to
create and find new things that did not exist, whether
ideas, services, products, or methods of work used in
the organization. It is also excellence in understanding
things and the ability to provide unprecedented
solutions to existing problems and develop methods
and ways to achieve distinguished results (Hamoud,
2021, p. 341).
Second: Types of organizational creativity:
1- Programmed and unprogrammed creativity:
Programmed
creativity
refers
to
pre-planned
creativity, such as developing services or improving
procedures, while unprogrammed creativity includes
not planning.
2- Creativity based on means and ends: Creativity based
on ends is characterized as a final creativity that is a
goal in itself. In contrast, creativity related to means
refers to the creativity that must be done to facilitate
access to the desired creativity.
3
—
Creativity related to the degree of novelty or
extremism: It is a radical creativity related to change
that often faces resistance from many workers in
organizations.
4
—
Individual creativity: This is done by individuals and
depends on their characteristics and the surrounding
environmental factors. Creativity here is a new idea
that contributes to solving a problem or developing an
existing work in a new, unconventional way.
5
—
Collective creativity: This is achieved through
combining efforts and working in a team spirit,
adopting the individual's creative idea and working to
achieve it. The group's failure and inability to
implement the work resulting from the creative ideas
of individuals kill these ideas and do not achieve the
desired benefit (Ben Awda, 2019: 312).
6-
Administrative
creativity:
This
includes
organizational structure, rules, tools, procedures, work
redesign, new policies, strategies, and control systems,
along with creative activities that aim to improve
individual relationships and interaction between them
to achieve the desired goals. 7- Technical, artistic
creativity: It includes inventing new products or
services, developing old products, and making changes
through the organization's means and tools. 8-
Creativity at the individual level: Workers have creative
creativity to develop the work through innate
characteristics, such as intelligence and talent, or
through acquired characteristics, such as solving
problems, for example. These characteristics can be
trained and developed. 9- Creativity at the group level:
So there are specific groups at work that cooperate to
implement the ideas they carry and change things for
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the better. 10- Creativity at the institutional level: Some
institutions are distinguished in their level of
performance and work, and the work of these
institutions is often exemplary and ideal for institutions
(Al-Sudi, 2016: 61). The third section is the practical
aspect
3-1: First: General information of the sample
The researcher randomly selected the research
sample, and this sample included a number of the
board of directors and employees working in the
industrial company for food products in Baghdad and
the results were as follows:
1- Gender: The statistical results shown in Table (2)
showed that the percentage of females in the sample
is (28%) compared to (72%) for males. This shows that
the employees in the industrial company for food
products are primarily males and a few females, and
this is because male employees can bear the burdens
of work pressure more than female employees Table
No. (2) shows these percentages.
Table (2) Description of the research sample Gender
Variables
Target Sample
Repetition
Percentage
Gender
Male
54
72
%
Female
21
28
%
Total
75
100
%
Source: Prepared by the researcher based on the questionnaire form.
2- Description of the research sample according to the
length of service: The statistical results shown in Table
(3) showed that (52%) of the research sample members
had service ranging between (5-10 years) and this
sample represented the highest percentage, then
comes the category (more than ten years) as the
percentage of this category reached (32%) and finally
the category (1-5 years) with a percentage of (16%). It is
clear that the food products company has multiple
experiences, and it is noticeable that the percentage is
less than that of those with little experience due to the
nature of the work in it. Table No. (3) shows these
percentages.
Table No. (3) Description of the research sample according to the length of service
Variables
Target Sample
Repetition
Percentage
Length Of Service
1-5 Years
12
16
%
5-10 Years
39
52
%
More Than (10) Years
24
32
%
Total
75
100
%
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Source: Prepared by the researcher based on the questionnaire form.
1- Description of the research sample according to
academic qualification: The statistical results shown in
Table (4) indicate that (74.6%) of the sample are
holders of a bachelor's degree, as this category
represented the highest percentage in terms of
academic qualification, followed by the category of
individuals researched who hold a master's degree, as
the percentage of this category reached (16%), while
the category of doctorate or equivalent reached (9.5%),
while the other categories represented (0%), which
means that the research sample has the ability to the
nature of the work, which is positively reflected in the
final results of the study, and Table No. (4) shows these
percentages.
Table No. (4) Description of the research sample according to academic achievement
Variables
Target Sample
Repetition
Percentage
Academic
Qualification
Diploma
0
0
%
Bachelor's
56
74.6
%
Master's
12
16
%
PhD
7
9.3
%
Other
0
0
%
Total
75
100
%
Source: Prepared by the researcher based on personal information in the questionnaire.
Second: Results of descriptive statistics for the
independent variable (transformational leadership):
Measuring the level of importance of the main variable,
transformational leadership, and its sub-variables
according to the arithmetic mean: The research
variables were arranged and classified according to the
questions specific to each variable, and using statistical
indicators (arithmetic means, standard deviations,
ranks, and level of importance of the main variable,
transformational leadership, and its sub-variables
according to the responses of the research sample
members) in Table No. (5).
Table (5): Shows the arithmetic means, standard deviations, relative importance, and ranking of the dimensions of
transformational leadership
N.
Dimension
SMA
Standard
Deviation
Rank
Importance
Level
1
Ideal Influence
4,56
0,911
1
High
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2
Inspirational
Motivation
4,41
0,764
2
High
3
Intellectual
Stimulation
3,12
0,885
3
Medium
4
Individual
Consideration
3,01
0,543
5
Medium
Total Dimension
3,77
0,775
Medium
Source: Prepared by the researcher based on the results of the SPSS program.v26
Table No shows the final statistical results of the total
arithmetic means of the transformational leadership
traits are. (5) showed that the total arithmetic mean of
the responses of the research sample in the researched
company regarding the primary independent variable
of transformational leadership traits reached (3.77) on
the five-point Likert scale, which is higher than the
hypothetical mean of (3) and with a standard deviation
of (0.775), and with an average level of importance,
indicating that the administrative leaders in the
company enjoy transformational leadership at an
average level according to the opinions of the research
sample.
The ideal influence trait as one of the sub-dimensions
achieved the highest arithmetic mean of (4.56), with a
standard deviation of (0.911), and with a high level of
importance,
indicating
that
the
company's
administrative leaders possess good influence and an
attractive personality that enables them to influence
subordinates to bring about fundamental changes and
achieve organizational creativity.
They were followed by the attribute of inspirational
motivation with an arithmetic mean of (4.41), a
standard deviation of (0.764), and a high level of
importance, indicating the ability of administrative
leaders to inspire subordinates and push them to
improve
performance
towards
achieving
organizational creativity.
Then came the attribute of intellectual stimulation,
with an arithmetic mean of (3.12), a standard deviation
of (0.885), and an average level of importance,
indicating the ability of administrative leaders in the
company to excite subordinates and motivate them to
make more efforts for the company's success.
Finally, the attribute of individual prestige came in last
place with an arithmetic mean of (3.01), a standard
deviation of (0.543), and an average level of
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importance,
indicating
that
the
company's
management works to empower subordinates and
involve them in the administrative process at an
average level.
This indicates that the sample members agree that
transformational leadership is essential for achieving
organizational creativity.
Third: Descriptive statistics results for the dependent
variable (organizational creativity):
Measuring the level of importance of the dependent
variable organizational creativity according to the
arithmetic mean:
The research variables were arranged and classified
according to the questions specific to each variable,
and using statistical indicators (arithmetic means,
standard deviations, ranks, and level of importance of
the dependent variable organizational creativity
according to the responses of the research sample
members) in Table No. (6).
Table (6) shows the arithmetic means, standard deviations, and the order of relative importance of organizational
creativity.
N
Dimension
Sma
Standard
Deviation
Rank
Importance
Level
1
Developing The
Organizational Level
3,9
0,94
High
High
2
Organizational
Effectiveness According To
International Methods
3,68
0,91
High
High
3
Standards And Procedures
Followed
4,22
0,64
High
High
4
Distribution Of Workers
4,16
0,56
High
High
5
Control And Follow-Up
4,04
0,59
High
High
Total Dimension
4
0,73
-
High
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The final statistical results of the total arithmetic
means of organizational creativity are shown in Table
No. (4), showed the following:
The total arithmetic mean of the responses of the
research sample in the company under study regarding
the adopted variable of total quality management
reached (4) on the five-point Likert scale, which is
higher than the hypothetical mean of (3) and with a
standard deviation of (0.73), and with an average level
of importance, indicating that the company's
management is working to achieve organizational
creativity.
The principle of standards and procedures followed as
one of the sub-dimensions achieved the highest
arithmetic mean of (4.22), with a standard deviation of
(0.64), and with a high level of importance, indicating
that the company's management adheres to the
standards and procedures and pays great attention to
them.
The principle of distributing workers was followed,
with an arithmetic mean of (4.16), a standard deviation
of (0.56), and a high level of importance, indicating
that the company's management is interested in
distributing workers at a very good level.
Then, monitoring and follow-up with an arithmetic
mean of (4.04), a standard deviation of (0.59), and a
high level of importance indicates the company's
management's interest in the level of employees and
the continuous monitoring and follow-up at an
excellent level.
The principle of developing the organizational level
came in fourth place with an arithmetic mean of (3.9),
a standard deviation of (0.94), and a high level of
importance, which indicates that the company's
management adopts the development of the
organizational level of its work as a permanent
philosophy and at a reasonable level.
The principle of organizational effectiveness according
to international methods came in fifth place with an
arithmetic mean of (3.68) an s, standard deviation of
(0.91), and a high level of importance, which indicates
the company's management's commitment and
support for organizational effectiveness at a
reasonable level.
This indicates that the sample members agree that the
company's management is working to effectively
achieve organizational creativity.
3-2 The third section: Testing research hypotheses
This axis aims to test the relationships of influence
between the independent variable (transformational
leadership)
and
the
dependent
variable
(organizational creativity), and in light of the central
hypothesis that states (there is a statistically significant
influence relationship between transformational
leadership and organizational creativity), from which
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four sub-hypotheses emerged, using the simple linear
regression model. The levels of analysis were taken as
sub-levels and total levels to know the significance of
the influence of each sub-variable of the independent
variables in each sub-variable of the dependent
variables.
The central hypothesis of the research (There is a
statistically significant influence of leadership on
organizational creativity) and four sub-hypotheses
branched out from this hypothesis, as shown in Table
(5)
Table (5): It shows the influence of transformational leadership on organizational creativity
Dimensions of
transformational
leadership
Constant
limit (a)
Beta
coefficient
ᵝ
Coefficient of
determination
R2
Calculated
F value
Morale
Decision
Ideal influence
1.775
.128
.015
3.981
.642
There is
an
effect
Inspirational
motivation
.756
.661
.714
15.994*
.012
There is
an
effect
Intellectual
consultation
2.949
.349
.305
4.508
.095
There is
an
effect
Individual
considerations
1.616
.381
.182
5.775
*
.219
There is
an
effect
* The tabular (F) value at the 0.05 level = (3.89)
1- Analysis of the ideal effect on organizational
creativity: It is clear from Table (5) that the calculated
(F) value reached (3.981), which is greater than the
tabular (F) value of (3.89) at the significance level
(0.05), and at a significance level of (.642). This means
that the dimension (ideal effect) affects the dependent
variable of organizational creativity. Through the same
Table, the value of the constant (1.775a =) can be
observed. This means there is an ideal effect of (1.775)
even if the amount of organizational creativity equals
zero. As for the value (128) means that a change of one
unit in the ideal effect will lead to a change in
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organizational creativity (128.). As for the value of the
coefficient of determination (R2), it was (.015), which
means that the ideal effect explains (0.15%) of the
variance in organizational creativity. 2- Analysis of the
effect of inspirational motivation on organizational
creativity: It is clear from Table (10) that the calculated
value of (F) reached (15.994), which is greater than the
tabular value of (F) of (3.89) at a significance level of
(0.05), and at a significance level of (0.012). This means
that inspirational motivation exists as a dependent
variable of organizational creativity. Through the same
Table, the value of the constant (0.756 = a) can be
observed, which means that there is an existence of
inspirational motivation of (0.756) even if the amount
of organizational creativity is equal to zero. As for the
value of (661) means that a change of one unit in
inspirational motivation will lead to a change in
organizational creativity (661.). As for the value of the
coefficient of determination (R2), its value was (714.),
which means that inspirational motivation explains a
percentage of (0.71 %) of the variance in organizational
creativity. 3- Analysis of the impact of intellectual
consultations on organizational creativity: It is clear
from Table (10) that the calculated value of (F) reached
(4.508), which is greater than the tabular value of (F)
of (3.89) at a significance level of (0.05), and at a
significance level of (0.095). This means that
intellectual consultations impact the dependent
variable of organizational creativity. The value of the
Tableant (2.949=a) can be observed through the same
Table, which means that intellectual consultations
exist (2.949) even if the amount of organizational
creativity equals zero. As for the value of (349) means
that a change of one unit in intellectual consultations
will lead to a change in organizational creativity (349.).
As for the value of the coefficient of determination
(R2), its value was (305.), which means that intellectual
consultations explain (0.30%) of the variance in
organizational creativity. 4- Analysis of the impact of
individual considerations on organizational creativity:
It is clear from TTable(10) that the calculated value of
(F) reached (5.775), which is greater than the tabular
value of (F) of (3.89) at a significance level of (0.05),
and at a significance level of (.219). This means that
individual considerations impact the dependent
variable of organizational creativity. Through the same
TTable, the value of the constant (1.616=a) can be
observed, which means that there is a presence of
individual considerations of (1.616) even if the amount
of organizational creativity is equal to zero. The value
of (381) means that a change of one unit in individual
considerations will lead to a change in organizational
creativity (381.). As for the value of the coefficient of
determination (R2), its value was (182.), which means
that the presence of individual considerations explains
(0.18%) of the variance in organizational creativity.
Based on the above results, I have collected them, and
given the acceptance of the four sub-hypotheses, the
central hypothesis is accepted.
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CONCLUSIONS AND RECOMMENDATIONS
4-1: CONCLUSIONS:
1- The dimensions of transformational leadership have
received significant attention and growth from
specialists in line with modern leadership theories that
focus on harmony and adaptation to the existing
environmental circumstances, whether through the
organization's
internal
capabilities
(human,
information, and material) or external variables with
their various factors.
2- Encouraging organizational creativity helps solve
problems and create flexibility at work.
3- There is an influential relationship between
transformational
leadership
and
organizational
creativity.
4- 2: RECOMMENDATIONS:
1- Work on raising the level of participation of
individuals working in the company by involving them
in the administrative process and showing interest in
their ideas and opinions, which will be reflected in their
performance,
2- The necessity of the company's management's
interest in applying empowerment as a modern
management strategy that seeks to encourage
transformational leadership and its employees to
abandon traditional management methods and
systems to achieve continuous improvement in the
services provided and the impact of this on achieving
creativity.
3- Promote a culture of continuous improvement
gradually to avoid resistance to change
4- Promote a culture of investing in employees through
training courses
5- Promote standard work in the organization by
establishing clear work procedures.
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