Abstract:
The research examined relational leadership’s impact on employee creativity
among hotels using knowledge-sharing behaviour and leader-follower dyadic
tenure as intervening variables. The study used a stratified sampling technique
to draw 400 employees of licensed hotels within the Cape Coast-Elmina
conurbation of Ghana using a self-administered questionnaire on the
phenomenon. The partial least square structural equation technique was
employed to test the study's research assumptions. The study revealed that
relational leadership had a substantial positive association with employee
creativity and knowledge-sharing behaviour. However, knowledge-sharing
behaviour did not correlate with employee creativity. Also, leader-follower
dyadic tenure did not moderate the nexus between relational leadership and
employee creativity. Finally, the study established that knowledge-sharing
behaviour mediates the link between relational leadership and employee
creativity. The study highlighted the need for leaders to relate well with their
employees to foster creativity in organizations. Studies on the role of relational
leadership and employee creativity have been scanty. This may be the first
research to construct a model to describe how relational leadership could
influence employee creativity by incorporating knowledge-sharing behaviour
and leader-follower dyadic tenure. The study recommends that Hoteliers
should implement other methods for sharing different types of knowledge,
including, know-how work experiences, business official documents,
proposals or reports, knowledge obtained from newspapers, magazines,
television or the internet, and telling stories of success and failures..
