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Advances in Social Sciences Research Journal – Vol. 11, No. 2.2
Publication Date: February 25, 2024
DOI:10.14738/assrj.112.2.16425.
Alshawabkeh, I., Ahmad, N. N., Rashid, A. H. A., Panatik, S. A., Al-Rusan, A., & Liyana. A. (2024). The Role of Transformational
Leadership and Psychological Empowerment Toward Employee Creativity. Advances in Social Sciences Research Journal, 11(2.2).
299-318.
Services for Science and Education – United Kingdom
The Role of Transformational Leadership and Psychological
Empowerment Toward Employee Creativity
Ibrahim Alshawabkeh
ibrahim.shawabkeh@yahoo.com
Amman, Jordan
Nursaadatun Nisak Ahmad
Corresponding author: nursa040@uitm.edu.my
Faculty of Business and Management, Group Initiative
Group, Universiti Teknologi Mara, Shah Alam, Malaysia
Ana Haziqah A Rashid
anahaziqah@utm.my
School of Human Resource Development and Psychology,
Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia
Siti Aisyah Panatik
saisyah@utm.my
School of Human Resource Development and Psychology,
Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia
Adolf Al-Rusan
Adolf_jordan@hotmail.com
Zarqa, Jordan
Aina Liyana
aina98liyana@gmail.com
Faculty of Business and Management, Group Initiative
Group, Universiti Teknologi Mara, Shah Alam, Malaysia
ABSTRACT
Employee creativity is a fundamental cognitive skill; according to the latest
statistics, employee creativity is the most crucial factor for future success and is
integrated into the bottom line in all organisations. Previous research reported a
significant relationship between transformational leadership and employee
creativity; however, the mechanism of this relationship is still unfolding, and the
mediatory role of these variables is largely unexplored. Thus, this study aims to
examine the mediating effect of psychological empowerment between
transformational leadership and employee creativity within Malaysia's customer
service industry due to its crucial role in meeting changing demands through
excellent service in a socio-cultural context. A total of 429 responses were collected
through questionnaires consist of four main parts including demographic
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information, transformational leadership, employee creativity and psychological
empowerment. The data were analysed using measurement and structural models
through smart-PLS using structural equation modelling with bootstrapping. The
findings revealed that transformational leadership does not have a significant
positive relationship with employee creativity. Meanwhile, the result demonstrates
that there is a significant relationship between transformational leadership and
psychological empowerment as well as between psychological empowerment and
employee creativity. Interestingly, the findings revealed that psychological
empowerment mediates the relationship between transformational leadership and
employee creativity. This study contributes to the theoretical perspective in terms
of the mediating role of psychological empowerment in the relationship between
transformational leadership and employee creativity. As for the practical
implications, this study provides empirical evidence for the organisation to design
interventions that enhance creativity by empowering psychology among the
employees.
Keywords: Employee Creativity, Transformational Leadership, Psychological
Empowerment, Innovation, Smart Pls
INTRODUCTION
It is considered logical to predict that factories from all sectors are concerned with the necessity
for creative performance [35]. In past decades, employees’ creativity has become progressively
a desirable way of systematising and arranging work [2]. Previous research, has found that
creativity improved organisational performance and positively influenced employee’s
performance [14-15, 30, 45].
Currently, strong competition and the lively surrounding have obliged organisations to revise
the previous methods of organising to obtain the best outcomes from employees [42]. Although
the vibrant environment accompanied by the rapid development of technology requires
institutions to bring creativity and innovation to products and services [40]. A considerable
amount of studies like, [5-6, 47], have emphasised the importance of employee creativity (EC)
for improvement. Those studies revealed that employee creativity is recognised as a
fundamental component of organisational accomplishment and adaptability [40].
Creativity is defined as the novel generation and fruitful ideas; it can be new products,
processes, or practices services [5, 28]. According to the literature, it refers to a generation
novel valuable idea to a given situation, while innovation behaviour is the set of activities for
and through the process of innovation in implementing effectively those ideas in the
organisation [5, 23, 13, 35].
Leadership is an integral approach to managing employee performance and learning, fostering,
enhancing, and developing their career. Leaders are generally known as momentum for
creativity, as they are expected to promote behavioural patterns toward performance and
innovation [1]. Transformational leadership (TL) is the most leadership style connected to
employee creativity, and it has established its correlation to creativity. Studies by Jyoti and Dev
[24], Chaubey [15] and Setiawan [39] have linked employee creativity to transformational
leadership, through several mediation. This leadership style proven to show inner momentum
to the individuals toward creativity. Literature extensively discusses and examines this
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Alshawabkeh, I., Ahmad, N. N., Rashid, A. H. A., Panatik, S. A., Al-Rusan, A., & Liyana. A. (2024). The Role of Transformational Leadership and
Psychological Empowerment Toward Employee Creativity. Advances in Social Sciences Research Journal, 11(2.2). 299-318.
URL: http://dx.doi.org/10.14738/assrj.112.2.16425
relation, finding that transformational leaders increase the confidence and values of employees.
As a result, the employee outcome is increased beyond their expected level [1-2].
Transformational leadership generates self-assurance, enthusiasm, inspiration, creative
efforts, supports innovation, personal growth, enhances employee rapport and increases new
vision [1- 2].
Based on past studies by Al Harbi [1] and Alhosani [2], employees’ creativity can be influenced
by psychological empowerment (PE). In other words, supporting the employees enhances their
creativity, boosts the desire to find new ways of working, and gains the confidence to suggest
new ideas and support the innovation process [1, 41-42]. According to Spreitzer [41],
psychological empowerment is a substantial factor in creative behaviour. Furthermore,
literature studied psychological empowerment as a variable that positively impacts innovation
and creativity [1- 2].
The existing evidence shows positive relationships between transformational leadership and
employee creativity. However, the mediatory role of psychological empowerment still unfolds
especially in customer service outsourcing companies [1-2], and the mechanism and function
of this relationship are still under investigation. In addition, studies have indicated inconsistent
effects of leadership on employee creativity [16, 29-30]. The significance of the research gap is
to contribute to the existing literature by addressing undiscovered aspects of the mediating role
and the relationship between the study variables. While practically, it is essential to enhance
leadership strategies in the customer service industry and foster a more efficient work culture.
Considering the research gap this study aim to achieve the following objective
1. To determine the effect of transformational leadership on employee creativity.
2. To determine the effect of transformational leadership on psychological empowerment.
3. To determine the effect of psychological empowerment on employee creativity.
4. To examine the mediating effect of psychological empowerment between
transformational leadership and employee creativity.
Each year, new statistics indicate that customer service and experience are more crucial than
ever. Providing the best service has become increasingly challenging. As organizations strive to
meet stakeholders' demands and ensure critical success, as it's a sphere of competition and a
key measure of success. Employee creativity is a high-demand skill in the customer services
sector. It stands as a top priority for most firms aiming to enhance the overall customer
experience [20].
In today's rapidly evolving market, staying keeping up with these swift developments is a
significant challenge. Creativity has emerged as a new essential skill upon which all
organizations now rely [20]. Satisfying customer requirements, proactively identifying and
addressing issues before they become noticeable and lead to complaints, is at the core of
providing the best service [20].
CONCEPTUAL FRAMEWORK AND HYPOTHESIS
Transformational Leadership
In the last three decades, the transformational leadership (TL) style has gained a remarkable
level of attention and emerged reasonably as one of the most dominant leadership theories [10,
22, 31,48]. This theory was developed and popularised by Bass (1985), based on the original
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work of Burns (1978). Unlike the traditional leadership methods, which emphasised rational
procedure, transformational leadership emphasised emotions and values, providing a
significant understanding of the nature of influential leaders [46]. Since the late 1980s, theories
of transformational leadership have been dominant. According to Yukl [46], scholars and
theorists have proposed several versions of transformational leadership, i.e., Burns (1978),
Bennis and Nanus (1985), Tichy and Devanna (1986: 1990), Sashkin (1988), and the most
dominant Bass (1985:1996). Those versions contribute to understanding the leaders' process,
outcome, and how they influence the followers to commit to the organisation's goal, engage in
challenging objectives, and act beyond self-interest to achieve ahead of what is initially
expected [34, 46].
Originally, Weber (1947) examined and refined versions of charismatic leadership. However,
the idea of transformational leadership was formed depending on the seminal work of Burns
(1978), when he conceptualised leadership as either transactional or transformational.
Charismatic and transformational have much in common, but charisma is only one component
of transformational leadership. The Weberian conception of charismatic leadership is quite
narrow [12,46]. Subsequently, Bass (1985) extended this concept toward a measurable
perspective and distinguished it from transactional leadership models. Even if successful
leaders have applied both transactional and transformational theories, still transformational
leadership theory rely on emotion, value and employees' self-interest [25,34] and motivates
employees to work energetically and accomplish the organisational goals [15, 40]. Afterwards,
Avolio and Bass [7] set forth four dimensions of transformational leadership, namely: idealised
influence (II), inspirational motivation (IM), intellectual stimulation (IS) and individualised
consideration (IC) [40, 42].
The first dimension is Idealised Influence (II), which also means charisma. II leaders behave in
a way that allows them to be charismatic role models, articulate a perception of power and
confidence, gain admiration, respected loyalty, become imitated and influencers [7,40].
Meanwhile, the second dimension is Inspirational Motivation (IM). Which demonstrates the
level to which leaders can motivate followers [25], stimulating the process of ideas generation
through encouragement [1]. The following dimension is called Intellectual Stimulation (IS).
Which refers to stimulating employees' ability to be resourceful, solving matters, challenge
their assumptions, beliefs, and tradition, generate exploratory thinking through supporting
innovation and autonomy [15-16, 40). The last dimension is Individual Consideration (IC). IC is
communication attention from leader to employees, which strengthens the awareness of the
employee’s needs, provide coaching and mentoring, development and growth, create support
and respect [7, 16, 40, 42].
Transformational Leadership and Employee Creativity
Transformational leadership is efficient and results-oriented, develops values and behaviours,
stimulates change and creativity, motivates employees to take risks, adopt new and creative
ways of thinking, and complete tasks [24,42]. In addition, transformational leaders can create
a supportive and safe environment where creativity can thrive [15,42]. The leaders also assist
employees to overcome the worry of risk and alter the working routine, leading to creativity
[40]. All influences, as mentioned above, change employees' attitudes and encourage them to
engage willingly in creative and innovation behaviours [24].
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Alshawabkeh, I., Ahmad, N. N., Rashid, A. H. A., Panatik, S. A., Al-Rusan, A., & Liyana. A. (2024). The Role of Transformational Leadership and
Psychological Empowerment Toward Employee Creativity. Advances in Social Sciences Research Journal, 11(2.2). 299-318.
URL: http://dx.doi.org/10.14738/assrj.112.2.16425
Bass (1990) suggested that transformational leaders increase employee self-efficacy, positively
impacting employees' problem solving and creativity [1]. Numerous researchers have shown
that transformational leaders play a crucial role in motivating and stimulating employee
creativity, consequently influencing individual innovation [2, 15, 42, 47]. Previous studies have
proved the effect of transformational leadership's style on creativity as an influencer and
enhancing force [1- 2,15]. Therefore, and based on the literature as above written, the
researcher proposed the first hypothesis as:
➢ H1: Transformational leadership is positively related to employee creativity.
Transformational Leadership and Psychological Empowerment
Transformational leadership theory concentrates on the role of empowerment as a core or
primary mechanism of establishing a commitment to the organisation [8-9, 46]. Burns (1978)
suggests that the transformational leaders' role is to motivate their subordinates and engage
them effectively with the work environment. As a part of that, employees feel empowered when
participating in the decision-making process and enhance employee awareness of the
organisation's goals, members, and values [21].
Moreover, transformational leaders might increase employees’ psychological empowerment
and safety by promoting behavioural norms, intellectual stimulation, support, and guidance,
resulting in motivation and communicating opinions safely [26]. Additionally, leaders build
team attitude via integrity, passion, high moral standards, inspiring followers for future vision
achievement, optimising meaning and lavage confidence, self-determination and self-efficacy
[9]. Through psychological empowerment, followers identify their leaders and receive great
feelings about their role in the organisation. Avolio [9] suggest that employees who display
ethical standards and expectations, optimism and integrity are more likely to be comfortable
and empowered. Through transformational leadership emphasis on intellectual stimulation
and individualised consideration, leaders empower their subordinates by recognising values,
beliefs and challenging the status quo and assumptions; the empowered employee is confident,
dynamic, optimistic, active and has a great deal of responsibility. Hence, impact positively on
the work environment [37]. The literature revealed a positive relationship between
transformational leadership and psychological empowerment [2]. Hence this study expects
that:
➢ H2: Transformational leadership is positively related to psychological empowerment.
Psychological Empowerment and Employee Creativity
According to Amabile (1998:2012), numerous factors can support and increase employee level
of creativity. For instance, intrinsic motivation, self-efficacy, relevant skills, organisational
environment, and psychological factors. Literature found that intrinsic task motivation was the
central principle of creativity that enticed workers [1,3]. The componential theory of creativity
considers intrinsic motivation the main creativity domain; approximately forty per cent of
scientists considered this factor to be the main reason behind creativity [3,28]. Creativity, as
the ability to generate invitational and original ideas, services or products [25,27].
Furthermore, Amabile (1988) considered psychological empowerment on the employee
creativity's dimensions together with expertise, divergent thinking, and rewards [5,42].
According to Spreitzer (1995), psychological empowerment is a motivational construct
manifested in four cognitions, including aspects, impact, competence, meaning, and self-
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determination [21, 41]. It comes from employees’ perception about having control over the
environment (impact). And the ability to perform their tasks properly (competence), the feeling
that their role is essential, and their free choice in commencing and facilitating action (self- determination). Hence, they consider themselves capable and able to impact the job
environments meaningfully and act proactively and independently in initiating actions.
Subsequently participate enthusiastically in the creativity process [29, 41, 43].
It is important to acknowledge that the psychological process is comparable to the intrinsic task
motivation, enabler for innovation, and empowerment among the factors. Which provide
opportunities to transform the skills and knowledge alongside motivation into creativity [33].
Employee empowerment supports and promotes change, approaching work in different ways
encouraging an individual to develop and suggest new ideas [2]. Also, psychologically
empowered employees who consider themselves as more capable of influencing their work
meaningfully will have a high level of independence initiative, resiliency concentration, and
more energetic, insofar creative and innovate [41, 43]. Based on the discussion above, this study
hypothesis that:
➢ H3: Psychological empowerment is positively related to employee creativity.
Psychological Empowerment as A Mediator
Studies have suggested that transformational leadership affects employee creativity through
psychological empowerment [1,2]. A positive psychological state encourages creativity, and
employees who are supported and empowered by transformational leaders are more likely to
demonstrate their creativity [33]. Creativity is a cognitive process driven by motivation,
psychological empowerment; it entails new ideas or notions when facing change or problematic
situations. Leaders create a supportive and empowering work environment and construct a
culture that encourages creative ideas and processes for the interest of the organisation and its
members [1, 11,17].
Transformational leaders motivate and inspire visions and willingness through psychological
empowerment to promote the self-determination of employees [29]. When employees
preserve themselves to be creative, they behave accordingly. Tierney and Farmer [44] provide
results that perceived creative expectation from leaders increases employee creativity and
enhances the individual personal belief that they have creativity capacity [44]. Based on the
discussion, transformational leaders psychologically empower their employees who positively
increase and foster their creativity. Therefore, the fourth hypothesis has been developed as:
➢ H4: Psychological empowerment mediates the relationship between transformational
leadership and employee creativity.
In alignment with the research hypothesis and objective and according to the previous related
studies, Figure 1 describes the developed framework of the study.
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Alshawabkeh, I., Ahmad, N. N., Rashid, A. H. A., Panatik, S. A., Al-Rusan, A., & Liyana. A. (2024). The Role of Transformational Leadership and
Psychological Empowerment Toward Employee Creativity. Advances in Social Sciences Research Journal, 11(2.2). 299-318.
URL: http://dx.doi.org/10.14738/assrj.112.2.16425
Figure 1: The Research Framework
METHODOLOGY
Sampling and Research Design
A quantitative method and cross-sectional approach have been adapted to test the proposed
hypothesis, and this study used a questionnaire as research instrument. The primary data were
obtained from customer service industry. The population is including all the employees in the
targeted company but excluded the call centre agents. This is because the characteristics of
their job scope for which involves specific procedures, resulting in less autonomy, leaving
smaller room for creativity. Service quality and reputation rely heavily on customer
satisfaction, and creativity is highly in demand in customer service due to the emerging trends
in technology and service [13, 20].
This study has distributed to 562 employees and 429 response was collected from the
employees. The Sampling technique was Nonprobability sampling - purposive-judgment
sampling technique, to ensure the aimed representation, granting intentional inclusion of
participants with specific characteristics relevant to the research objectives. the company
distributed the survey to all the targeted employees online, due to its commitment to paperless
policies and green practices. After they reached the desired number, they collected it back and
handed it over to analyse. Prior that, the company officially received it with an official letter
from affiliation as proof of the questionnaire's purpose and authenticity, and the confidentiality
agreement were stated in the question.
Most respondents were female (f=243, %=56.6), while male at 43.4% represents 186
employees. age analysis reveals that most of the respondents were from the age group of 26-35
years old (f=192, %=44.8), and the least respondents are from the age group 46-55 years old
(f=14, %=3.3). The finding also indicates that more than 30 per cent possess a bachelor's degree
(f=142, %=33.1) followed by Diploma (f=139, %=32.4), and less than 4 per cent hold
postgraduate degrees. Finally, the job level, majority of respondents are at the Junior level at
57.3 per cent representing 246 employees, while the minority registered under other (f=5,
%=1.2).
Psychological
empowerment
Transformational
leadership Employee creativity
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Measures
The data collection was under four sections, three are dedicated to the variables for the interest
of this study, and one is the demographic factor. All variables were assessed using a five-point
Likert Scale, as such 1= completely disagree, 2 = disagree, 3 = Neither agree nor disagree, 4 =
agree, 5 = completely agree’’. This study conducted content and face validity, and the inter-item
reliability of the questionnaire has been tested, Cronbach's Alpha was used.
For this study's purpose, the respondent is required to fill in personal information regarding
gender, age, education level, and position. The transformational leadership scale consists of 20
items adopted from Jyoti and Dev [24] to measure transformational leadership from the
employee perspective. It comprises four dimensions: intellectual stimulation (5 items),
individualised consideration (5 items), idealised influence (5 items) and inspirational
motivation (5 items), Cronbach’s α of the scale was 0.991. Employee creativity has two
dimensions, individual creativity 7 items and individual innovation behaviour 4 items, both
scales adapted from Mutonyi [35]. The original questionnaire has five number of items for
dimension IC and four number of items for dimension IIB, Cronbach’s α of the scale was 0.
981.The mediator variable psychological empowerment measures adopted from Spritzer's [41]
psychological empowerment instrument, 12 items reflect four dimensions: meaning, self- determination, competence, and impact [41], Cronbach’s α of the scale was 0.968.
Data Analysis
Structural equation modeling (SEM) has gained popularity and become a dominant analytical
tool due to the need to test concepts and theories (Hair et al., 2014). The PLS path model can be
used for several purposes and is considered an effective alternative to SEM since it
simultaneously uses factor analysis, path analysis, and multiple regression (Hair et al., 2014).
PLS-SEM operate based on an iterative approach which provides more explanation about the
variance of endogenous constructs. This method can manage complex models and problematic
modelling issues that regularly arise in the social sciences, e.g., as uncommon data attributes
(Hair et al., 2014; Garson, 2016). SmartPLS is a free and convenient modeling package for
partial least squares analysis and successful replacement to the PLS path software used in the
1990s, supported by a community of scholars from the School of Business University of
Hamburg (Garson, 2016). To test the hypothesis regarding the relationship and mediating role
between the variable, the Structural equation modelling using structural equation modelling
(SEM) adopted by Smart PLS (v.3.2.9) was used in the study. This study used the PLS-SEM to
create the path model "the research framework", as shown in figure 1. a two-stage structural
equation modelling (SEM) approach has been used. the measurement and structural models
[18].
This study utilized a well-established questionnaire item with excellent reliability. Content and
face validity were conducted before distributing the questionnaire. While the study's questions
have been addressed, a few limitations include reliance on a cross-sectional survey and the
data's foundation on perspectives from a single customer service company, thereby limiting the
generalizability of the findings.
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Alshawabkeh, I., Ahmad, N. N., Rashid, A. H. A., Panatik, S. A., Al-Rusan, A., & Liyana. A. (2024). The Role of Transformational Leadership and
Psychological Empowerment Toward Employee Creativity. Advances in Social Sciences Research Journal, 11(2.2). 299-318.
URL: http://dx.doi.org/10.14738/assrj.112.2.16425
THE FINDINGS
Measurement Models
By running the SEM-PLS algorithm, the reliability and validity were measured based on the
inner models "measurable variables" relationships. The measurement models verify the
reliability and validity using composite reliability to evaluate the internal consistency
reliability, convergent validity and discriminant validity [19]. Composite reliability is used to
estimate the internal consistency reliability [19]. It ranges from 0 to 1; the higher the value of
1 implies perfect estimated reliability. As shown Table 1 the Cronbach's alpha and the
composite variables excellent as it greater than 0.9. The composite reliability ranged from 0.964
to 0.991, which is more than 0.7 as recommended by Hair [19]. Thus, all variables and
dimensions have satisfactory internal consistency. The average variance extracted (AVE) was
used to evaluate convergent validity for all items on each dimension. In this study, the
convergent validity is considered supported when all items have 0.7 or higher outer loading
and when the AVE is 0.50 or greater Hair [19]. As presented in table 1 The AVE for all constructs
ranged from 0.715 to 0.935. As the AVE is higher than 0.5 and the outer loading for all indicators
is higher than 0.7, the constructs validity is supported. Discriminant validity proves that the
contract is measuring what it is meant to evaluate, as it demonstrates the extend that the
construct is analytically different from other constructs [19]. There are three ways to assess the
Discriminant validity: Fornell and Larcker, Heterotrait-Monotrait Ratio (HTMT) and cross- loadings [18-19]. The Fornell and Larcker is met when the AVE of each construct must be
greater than its correlation with any other contract, while the cross-loadings of the indicators
require that all loadings’ indicators on their construct ought to be greater than cross-loading on
other constructs. Finally, The Heterotrait-Monotrait Ratio (HTMT) ratio should be less than 1.0
[18-19]. As indicated in Table 2 Fornell and Larcker, the AVE in each construct is larger in its
correlation with any other construct, and the highest AVE is highlighted in bold. While Table 3
shows the Loadings and Cross Loadings of Measurement Items, the factor loading for each item
is larger than its cross-loading on the other contract. This means all items are correlated weakly
with different constructs while correlated strongly with the theoretically belonging construct.
Table 4 presents the Heterotrait-Monotrait Ratio (HTMT), all ratios are fewer than 1.0. In
conclusion, the discriminant validity is achieved based on Fornell and Larcker, the cross- loadings, and the Heterotrait-Monotrait Ratio [18-19].
Table 1: Construct Reliability and Convergent Validity
Construct / Item Outer
Loading
Cronbach's
Alpha
Composite
Reliability
Average Variance
Extracted
Criterion ≥ 0. 70 ≥ 0. 70 ≥ 0. 70 ≥ 0. 50
Transformational leadership
1.1.1.1 Idealised Influence
1.1.1.2 Inspirational
Motivation
1.1.1.3 Intellectual
Stimulation
1.1.1.4 Individualised
Consideration
TL1II1
TL2II2
TL3II3
0.925
0.915
0.927
0.925
0.929
0.831
0.991
0.98
0.963
0.98
0.966
0.991
0.984
0.972
0.984
0.974
0.853
0.925
0.874
0.927
0.881
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TL4II4
TL5II5
TL6IM1
TL7IM2
TL8IM3
TL9IM4
TL10IM5
TL11IS1
TL12IS2
TL13IS3
TL14IS4
TL15IS5
TL16IC1
TL17IC2
TL18IC3
TL19IC4
TL20IC5
0.94
0.955
0.917
0.945
0.925
0.92
0.946
0.946
0.958
0.899
0.941
0.919
0.924
0.877
Employee creativity
Individual innovation
behaviour
Individual creativity
EC1IIB1
EC2IIB2
EC3IIB3
EC4IIB4
EC5IIB5
EC6IIB6
EC7IIB7
EC8IC1
EC9IC2
EC10IC3
EC11IC4
0.886
0.891
0.903
0.913
0.935
0.931
0.932
0.902
0.898
0.911
0.879
0.979
0.975
0.967
0.981
0.979
0.976
0.824
0.868
0.91
Psychological empowerment
Meaning
1.1.1.5 Competence
1.1.1.6 Self-determination
1.1.1.7 Impact
PE1ME1
PE2ME2
PE3ME3
PE4COM1
PE5COM2
PE6COM3
PE7SD1
PE8SD2
PE9SD3
PE10IMP1
PE11IMP2
PE12IMP3
0.822
0.838
0.856
0.823
0.855
0.859
0.86
0.896
0.887
0.804
0.815
0.828
0.964
0.965
0.949
0.943
0.949
0.968
0.977
0.967
0.964
0.967
0.715
0.935
0.908
0.898
0.908
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Alshawabkeh, I., Ahmad, N. N., Rashid, A. H. A., Panatik, S. A., Al-Rusan, A., & Liyana. A. (2024). The Role of Transformational Leadership and
Psychological Empowerment Toward Employee Creativity. Advances in Social Sciences Research Journal, 11(2.2). 299-318.
URL: http://dx.doi.org/10.14738/assrj.112.2.16425
Table 2: Discriminant Validity (Fornell-Lacker)
Employee
creativity
Psychological
empowerment
Transformational
leadership
Employee creativity 0.908
Psychological empowerment 0.833 0.846
Transformational leadership 0.676 0.759 0.924
Table 3: Discriminant Validity (Loadings and Cross Loadings of Measurement Items)
Employee creativity Psychological empowerment Transformational leadership
EC1IIB1
EC2IIB2
EC3IIB3
EC4IIB4
EC5IIB5
EC6IIB6
EC7IIB7
EC8ICA1
EC9ICA2
EC10ICA3
EC11ICA4
0.885
0.889
0.902
0.913
0.935
0.932
0.933
0.902
0.898
0.911
0.88
0.724
0.761
0.764
0.751
0.75
0.753
0.757
0.759
0.764
0.78
0.753
0.647
0.651
0.636
0.618
0.609
0.623
0.612
0.617
0.581
0.596
0.565
PE1ME1
PE2ME2
PE3ME3
PE4COM1
PE5COM2
PE6COM3
PE7SD1
PE8SD2
PE9SD3
PE10IMP1
PE11IMP2
PE12IMP3
0.678
0.711
0.708
0.691
0.703
0.692
0.706
0.744
0.729
0.686
0.711
0.694
0.82
0.835
0.854
0.826
0.858
0.862
0.861
0.897
0.888
0.802
0.813
0.826
0.683
0.655
0.693
0.566
0.614
0.623
0.637
0.654
0.676
0.659
0.736
0.735
TL1II1
TL2II2
TL3II3
TL4II4
TL5II5
TL6IM1
TL7IM2
TL8IM3
TL9IM4
TL10IM5
TL11IS1
TL12IS2
TL13IS3
TL14IS4
TL15IS5
TL16IC1
0.619
0.604
0.612
0.59
0.613
0.632
0.605
0.644
0.617
0.629
0.649
0.638
0.631
0.625
0.647
0.621
0.681
0.695
0.704
0.669
0.686
0.692
0.687
0.718
0.709
0.704
0.704
0.696
0.716
0.716
0.717
0.712
0.926
0.915
0.927
0.926
0.93
0.829
0.941
0.955
0.917
0.945
0.924
0.919
0.946
0.946
0.958
0.899