Abstract:
In the current agile market companies struggle to achieve advantage over the competitors,
one of the key factor to achieve this advantage is creativity in employees. Creativity is something
that organizations struggle very hard to find and sustain. Employers are finding ways to attain
certain level of creativity and utilize the existing resources to further grow this asset. In today's
competitive external world, creativity is increasingly stressed as a means of staying ahead of others
and ensuring organizational success. The importance of employee creativity for innovation has
been emphasized in a large fraction of literature. Fostering individual creativity is critical for
businesses to be competitive and survive in the marketplace.
Organizational researchers have been trying to figure out what causes creativity among
employees. Leadership has been proposed as a crucial driver of developing and sustaining
creativity. In this study, we will try to focus on one specific type of leadership – inclusive
leadership (IL) and its impact on Employees’ creativity. Furthermore, this study will explain
the underlying mechanisms by testing how knowledge sharing mediates the effects of IL on
employee creativity.
This research is cross-sectional and quantitative genre. Data was collected from IT organization
employees. Structured questionnaires were used for data collection. By reason of limitation of
time, this approach was used. The data was collected through the technique non-probability
sampling and under that convenience sampling will be used by reason of time constraint. Gather
data through private contacts. All the items in questionnaires were filled by employees.
