The study's primary research interest is in the area of leadership and creativity. Investigating the literature indicates that there is a gap in knowledge regarding the effect of the Full Range of Leadership styles, especially the influence of transformational leadership on employees' creative performance. Examining this relationship in different sectors (for example: public government sector); in different cultures (for example: Arab Islamic culture); and from multi-perspectives (for example: leaders and employees) is strongly encouraged by research. The Omani civil service sector was used as a case study, thus the aim of the study was to investigate the degree to which Omani civil service managers practised the Full Range of Leadership styles to influence employees' creative performance. The study set six objectives which provided the foundation for the structure of the study and the way its research questions were formulated. Accordingly, the study methodology was designed in a way that points towards the achievement of the study objectives. The study adopted a mixed-methods research approach by combining survey questionnaires with semi-structured interviews. This triangulation technique was utilized to enable more accurate investigation and allow in-depth coverage of the issues examined. The probability sampling method as represented by the random sampling technique was adopted for this study and applied to the two groups of managers and employees. The total size of the managers' sample was 269 participants, while the employees' sample was 371 participants. In addition, 15 semi-structured interviews were conducted to supplement the quantitative results. The results of this study show that the Omani managers are performing both transformational and transactional leadership styles. Examining the relationship, the study confirms that there is an overall statistically significant relationship between managers' use of transformational and transactional leadership styles and employees' creative performance from both managers' and employees' perspectives. The results also reveal that Omani managers are infrequently practicing passive/avoidant leadership style and that this style does not contribute to the employees' creative performance. Further, the study demonstrate that Omani managers' personal characteristics have a slight effect on managers' perceptions towards transformational leadership styles and do not have any impact on their perceptions toward employees' creative performance. Finally, this study contributed to knowledge in several areas where scholars who are interested in investigating the relationship between leadership and creativity will find it valuable.
|Date of Award||1 Aug 2013|
- The University of Manchester
|Supervisor||Aminu Mamman (Supervisor) & Christopher Rees (Supervisor)|
- Transformational Leadership; Transactional Leadership, Full Range Of Leadership Styles, Individual Creativity, Employees’ Creative Performance, Oman, Civil Service Sector, Public Sector; Middle East, Arab Country.