Cultivating creativity: the dynamic link between transformational leadership, employee taking charge and employee wellbeing

Purpose This study aims to explore the relationship between transformational leadership and employee creativity, with a focus on the mediating role of employee taking charge and the moderating role of employee well-being within the framework of the Job Demands-Resources (JD-R) model. Design/methodology/approach Data for this study were gathered from 337 employees in the banking sector of the Union Territory of Jammu and Kashmir, using a cluster sampling technique. The proposed hypotheses were analyzed using SPSS 22 to ensure robust statistical evaluation. Findings The results demonstrate that transformational leadership significantly and positively influences both employee creativity and employee taking charge. Furthermore, employee taking charge mediates the relationship between transformational leadership and employee creativity. The findings also reveal that employee well-being moderates the relationship between employee taking charge and employee creativity, strengthening the connection under high levels of well-being. Originality/value This study contributes to the existing literature by extending the JD-R model to incorporate these relationships and offering practical insights for fostering creativity in organizational settings. These findings emphasize the importance of transformational leadership, proactive employee behaviors, and well-being in cultivating innovative and productive work environments.