| The study examined the subject matter of multilevel transformational leadership on individual and team creativity,moderating the role of team climate.Transformational leadership,among other leadership styles,is a hot topic among leadership scholars.Academics have lately proposed transformational leadership as a multilevel notion and suggested a multilevel inquiry since leaders in organizations lead both individuals and teams.According to this study,team climate plays a moderating role in the cross-level influences of transformational leadership on individual and team creativity.Transformational leadership is a prominent issue among leadership scholars,among other things.Because transformational leaders in businesses lead individuals and teams concurrently,the academic community recently recommended that transformational leadership is a multilevel concept that should be researched at various levels.Ignoring the multilevel transformational leadership investigation concerning the followers’ creativity outcomes might lead to an inappropriate conclusion.Due to the lack of multilevel research on the transformational leadership process,especially in telecommunications companies,this study explores the cross-level impact of multilevel transformational leadership on individual and team creativity.The primary purpose of this research is to explore when and how the transformational leadership behavior of telecommunications companies affects the team and individual creativity across layers.In the absence of the multilevel nature of leadership and organization,more and more studies have shown that leadership research uses multilevel methods to understand this topic,including crosslevel effects fully.To optimize the overall creativity of the organization,transformational leaders must strike a balance between individuals and the team.Although the effect of transformational leadership on the creativity of followers is of great significance,few studies have attempted to discover the effects of transformational leadership on creativity.However,it is a common misunderstanding in previous studies to aggregate individuallevel data to reflect the organization-level structure and summarize the results as organizational-level research.It noted that lower-level relationships are not the same as higher-level relationships.Individuals with a high degree of consciousness may not have the same level of desire as a team.If individuals and teams in an organization believe that their leaders’ behavior and team climate procedures are beneficial,they are more likely to work harder.The link between transformational leadership and creativity is difficult to grasp without first understanding the complex context in which they occur.Therefore,ignoring the influence of workplace team climate on transformational leadership behavior and individual and team creativity may lead to wrong and misleading conclusions about the association between transformational leadership behavior and individual and team creativity.This research will build a research framework based on social exchange theory and provide answers to research questions.Because social exchange theory well defines the two-way connection between employees and leaders in a company,In addition,the design of this research uses a wide range of relevant literature,including cross-level transformational leadership,collective team efficacy,individual self-efficacy,and team climate.In this individual and team analysis,the connection between multilevel transformational leadership(TFL)and individual and team creativity has produced inconsistent results.The issue is not whether TFL is positive,negative,or insignificant in terms of creative impact.To even more easily comprehend the connection between TFL and creativity,a few researchers propose and assess a complete multilevel model of TFL and creativity.The study examines the impact of multilevel transformational leadership on individual and team creativity and the moderating role of team climate.Therefore,there is a lack of research on the multilevel examination of the transformational leadership process,especially in the service-oriented companies of Ethiopian telecommunication.The current research focuses on the effects of multilevel transformational leadership on individual and team creativity.The study’s primary goal is to answer the following research questions:when and how does multilevel transformational leadership affect telecommunications companies’ team and individual creativity.This study adopts a mixed-method research design,including quantitative and qualitative methods.In particular,they are adopting a triangulation design.First,the target population of the survey is long-term,regular employees.Employees of an Ethiopian telecommunications state-owned company provided data for this study from 300 employees and 93 leaders representing 93 teams.Due to the nested characteristics of the data,this study uses hierarchical linear modeling(HLM)for quantitative data analysis and uses ordinary least squares regression analysis.Secondly,this study conducted open questionnaire surveys,in-depth interviews,and second-hand data surveys such as internal company documents for qualitative data sources.The qualitative data was tested by the content analysis method.The analysis result of qualitative data is a supplement to the result of quantitative data analysis.Finally,quantitative data shows that transformational leadership behaviors are closely related to team and individual creativity.The behavior of transformational leaders at the team and individual levels is also linked to the creativity of the team and individual through individual and collective team efficacy.Cross-level research has found that team-level transformational leadership positively affects individual self-efficacy over collective team efficacy.In addition,this study also found that the team climate significantly positively moderates the influence of individuals’transformational leadership behaviors on individual self-efficacy.However,this study failed to find the moderating effect of team climate on team-level transformational leadership and collective team effectiveness.The findings of the study have several theoretical implications.First,since both individual and team-level TFL behavior positively affects individual and team creativity,leaders need to balance between experiencing individual and team TFL behavior to achieve overall organizational creativity.Second,the study examined the mechanisms of team-related efficacy through which TFL leaders can enhance the creativity of individuals and teams.Third,the findings indicated that the corporate team climate generated by senior leaders could assist or supplement transformational leaders in influencing employees’ creativity,in addition to transformational leadership behaviors.Fourth,the current study,in general,extends previous research that examined the relationship between multilevel transformational leadership and followers’ outcomes.Finally,since the study used a mixed research methodology,it provides strength to the findings.In addition,from the findings,several practical suggestions can be drawn.First,leaders need to develop their individual and team TFL behaviors to influence their followers’ outcomes.Second,leaders need to enhance the collective team efficacy of their teams and individuals to improve the creativity of teams and individuals.Third,senior leaders need to assist the lower leaders by creating a favorable organizational climate,such as team-supporting policies and procedures,to improve the effect of transformational leadership on creativity. |
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