Sustaining employees’ creativity through the organizational justice: The mediating role of leadership styles

Abstract

Research on organizational justice and leadership styles has been conducted widely in the workplace for a few decades. But, integration of creativity, innovation and sustainability in the learning workplace is emerging quickly due to the rapid change and digitalization of learning environments. This research aims to investigate the employee creativity (EC) at Dhofar University through organizational justice (OJ) and mediating role of leadership styles (LS). OJ was tested through its four dimensions namely: distributive, procedural, interpersonal and informational justice and LS included transformational, democratic, transactional, laissez faire and strategic styles. Data was collected from 220 academics and administrative staff at Dhofar University and analyzed by SPSS and Amos 23 version. Results reveal that three dimensions of OJ including distributive, interpersonal and informational have positive significant impact on EC but procedural has negative significant impact on EC. Furthermore, four styles of leadership transformational, democratic, transactional and strategic has also positive and significant effect on EC while laissez faire has negative and insignificant impact on EC. Finally, the mediating role of LS enhances the relationship between OJ and EC partially and positively. This research contributes to the literature and practice by using LS as mediators to improve creativity and maintain continuous sustainability.

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