The Effects of Empowering and Transformational Leadership on The Creativity of Vietnam Telecommunication Enterprises Employees

Faculty of Business Management, Department of General Business Management, National Economics University, Vietnam.
Faculty of Business Management, Department of Enterprise Management, National Economics University, Vietnam.
Department of Communication, National Economics University, Vietnam.
Department of Equipment Management, National Economics University, Vietnam.

ABSTRACT

This study has been conducted to investigate the effects of transformational leadership and empowering leadership on employee creativity through intrinsic motivation, creative process engagement, and psychological empowerment. Data were collected from 420 employees at 21 telecommunication enterprises in Vietnam by a direct questionnaire survey. Statistical methods, such as structural equation model (SEM) and confirmatory factor analysis (CFA) were used to analyze the data. This paper shows that empowering leadership and transformational leadership indirectly affect employee creativity through mediating variables. Empowering leadership and transformational leadership have a positive relationship with psychological empowerment. Psychological empowerment has a proportional relationship with both intrinsic motivation and creative process engagement. Creative process engagement and intrinsic motivation have positive effects on employee creativity. The findings indicate that leaders in Vietnam telecommunication enterprises need to pay attention to their leadership style and employee creativity is driven by leaders impacting on employees’ psychological empowerment, intrinsic motivation, and creative process engagement.

Keywords: Empowering leadership , transformational leadership , employee creativity , telecommunication , Vietnam.

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NGUYEN T P L, PHAN T T H, TRAN N M, TRAN T P H, VU T N, NGUYEN D T. The Effects of Empowering and Transformational Leadership on The Creativity of Vietnam Telecommunication Enterprises Employees. Journal Of Organizational Behavior Research 2020;5(2):32-51

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