Relational Leadership And Employee Creativity: The Role Of Knowledge-Sharing Behaviour And Leaderfollower Dyadic Tenure

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..