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This study examines the effects of perceived leadership styles on the perceived creativity and innovation of public servants working in a rapidly developing country while shedding light on the internal causal dynamics of these effects.

Survey data are collected from 568 Qatari public servants working in a variety of public sector organizations. Data are analysed using structural equation modelling (SEM) employing SmartPLS.

A significant relationship between perceived leadership styles and public servants' self-perceived creativity is found, with psychological empowerment as a mediating variable. Public servants that perceive their leaders as conveying transformational, transactional and servant leadership styles are found to have significantly higher self-perceived creativity, whereas authentic leadership does not have a significant positive effect. This finding indicates that transformational, transactional and servant leadership styles appear to impact public servants' creativity. This impact corresponds with findings from research on the relationship between leadership styles and creativity in the private sector. The results of this study confirmed the mediating effect of psychological empowerment, apart from authentic leadership.

The findings shed light on the relationship between perceived leadership styles and the self-perceived creativity of public servants working in a rapidly developing country, its causal dynamics and how these effects relate to corresponding findings in the private sector. The ensuing practical implications offer guidelines on how to organize leadership to maximize creativity and innovation in the public sector, especially in rapidly developing countries.

The purpose of this study is to examine how different disciplines and sectors approach creativity, and how to improve cross-domain collaboration efficiency. Creativity is one of the most important factors that hugely contributes to the growth of economy, and the key to the modern organisation’s survival. There are considerable differences between disciplines regarding how they approach creativity since each discipline has a methodology which is designed to develop new ideas. Specialisation of disciplines can create difficulties when they start to interact in collaborations. Differences between sectors (Industry, Academia, Arts and Public) in definition of creativity, creativity measurement, management and collaboration motivators can hinder cross-sector collaboration efficiency.

A questionnaire was distributed over the Internet, and statistical tests were performed to find differences between groups how they view various dimensions of creativity.

By analysing various disciplines, the study revealed significant differences between the reward system, the creativity measurement, the required management support and the way how various disciplines solve complex problems. Sector analysis revealed significant differences in creativity quantification, personal traits, sensitivity to idea ownership, composition and size of the ideal team, communication and incentives to increase creativity.

In this study, only Internet users were sampled, and the majority of respondent were from Europe working in academic environment.

Misalignment of forces between disciplines causes inefficient cross- and multi-disciplinary collaborations, while inter-sector misalignment results in unproductive inter-disciplinary and trans-disciplinary teamwork. Special emphasis has to be placed on external factor, creativity measurement and collaboration motivator adjustment that were the most misaligned across the analysed groups.

The study indicates that to increase collaboration, efficiency factors that were scrutinised in this project have to be aligned across disciplines and sectors.

The purpose of this study is to scrutinize the connection between creativity and innovation in the context of public healthcare. This is achieved by applying the theoretical concept of employee-driven innovation (EDI) to explore employees’ perceptions of their creative engagement in innovation processes, as well as to capture the managerial implications of setting up such processes in the sector.

A critical discourse analysis (CDA) is applied as a methodological lens to capture the interaction between the macro-level production and meso-level distribution of innovation discourse (top-down), and the micro-level perception of, and response to, the same (bottom-up). This study is based on a qualitative approach and is set in the public healthcare system of the Autonomous Province of Trento, Northeast Italy. In total, 26 semi-structured interviews were conducted with 22 healthcare professionals. For triangulation purposes, observation and document analysis were also performed.

The findings of this study reveal that tensions are present between the macro-level discourses and the meso-level strategies around innovation, and the micro-level perceptions of employees’ creative engagement in innovation processes. Healthcare professionals’ creative efforts are not easily recognized and supported by top management, which in turn does not receive a framework of reference in policies acknowledging the importance of human skills and creativity in innovation processes.

That this is a single case study implies a limitation on the generalizability of its results, but the results may nevertheless be transferable to similar empirical contexts. Therefore, a multiple case study design would be preferable in future studies in order to study EDI strategies and policies across various types of organizations in the public sector. Moreover, apart from CDA, other theoretical and methodological lenses can be applied to investigate the interaction between top-down organizing and bottom-up responses to innovation.

This study contributes to the EDI literature by providing a more integrative understanding of EDI in the public sector, demonstrating the importance of scrutinizing the interactions between employees and top-level management.

Creativity is the core of digital knowledge-based economic growth and competitiveness. Given the fact that public service is a major contributor to the country's governance system, creativity among civil servants should be enhanced. Effective leadership in public services is necessary to nurture the creativity of high-quality public services. This study aims to examine the effects of transformational leadership on civil servant's creativity.

This study was conducted in six selected public service agencies. A total of 214 questionnaires were distributed to civil servant offices, only 82.2 percent (176 questionnaires) were returned. Data were tested using SMART PLS to determine whether the four transformational leadership dimensions, namely, intellectual stimulation, idealized influence, individual consideration, and inspirational motivation, exhibit a significant effect on creativity of civil servant officers.

Findings showed positive effects of the four transformational leadership dimensions on the civil servant's creativity.

With small sample size, this study can still be expanded to all available public services sector in urban and rural area to gain a wider perspective.

This study presents strong managerial implications that can be used by public service to evaluate the consequence of transformational leadership on the creativity of employees, particularly the young civil servants. Through transformational leadership style, public service leaders can foster and improve young civil servants' creativity and share knowledge to achieve high performance.

With genuine verified measurement of transformative leadership and public sector creativity, the path correlation analysis shows that intellectual stimulation, idealized influence, individual consideration, and inspirational motivation have significant direct effects on creativity of the civil servant.

Service levels between public organizations in the United Arab Emirates (UAE) differ and fluctuate. Service levels were found to increase with the level of employee creative behavior (ECB), which is currently a focal point in organizational policies by the federal UAE government. While the literature presents an ample array of determinants of ECB, local context typically influences which determinants provide more leverage than others. Therefore, this research aims to present a customized ranking of determinants that enables managers in the UAE public sector to successfully stimulate ECB.

Through a systematic literature review, this study identified 21 determinants at four different levels and subsequently utilized the analytic hierarchical process (AHP) to map their relative importance. Data were attained from 33 experts: managers and senior employees from different organizations.

Findings indicate that, overall, the individual level is seen as the most important leverage point to stimulate ECB, followed by the team level. Comparing the determinants under each level, management support (organizational level) is perceived as the most impactful, followed by coworker support (team level), and enhancing creative self-efficacy (individual level).

This study compares obtained levels from other studies with new levels in building the AHP model. These insights guide managers in the UAE public sector who aim to enhance ECB, which will contribute to increased service quality. The study introduced a comprehensive ECB framework of 21 determinants. Even though many ECB studies applied in different countries and industries, but to researchers' knowledge, this is the first ECB study that applied at the UAE's public sector using the AHP model.

The purpose of this paper is to examine empirically the effect of transformational leadership on followers’ inventiveness and organizational innovation. It studies transformational leadership and innovation at the organizational level and creativity at the individual level.

A theoretical model was created, which entailed the development of variables and hypotheses. A survey instrument was used to obtain data, through a self-completion questionnaire. The final sample was made up of 503 individuals, recruited using a random sampling technique.

The results showed that transformational leadership has a significant positive relationship with both followers’ creativity and organizational innovation. Furthermore, a significant positive relationship was found between followers’ creativity and organizational innovation. In addition, the relationship between transformational leadership and followers’ creativity, through the mediating role of employees’ psychological empowerment, support for innovation, workplace relationships and employee learning, was also found to be both positive and significant. However, the data showed that intrinsic motivation does not significantly affect the relationship between transformational leadership and creativity.

The study provides guidance to organizations that need to change their leadership style and approach, as well as their innovation and creativity mechanisms, at a strategic level. The resulting guidance provides organizations with insight into how they can improve the creativity of their employees through motivating, supporting and inspiring them.

This study is an attempt to illustrate the extent to which transformational leadership can affect organizational innovation in Saudi Arabia, specifically in the public sector, and to explore how employees’ creativity can be improved. This research is beneficial for academics, organizations and policy makers, especially in the Gulf countries.

Innovations provide a vital stimulus for economic growth. Through innovations, public sector organisations (PSOs) need to grow the economy to provide for the needs of their citizens. The purpose of this study is to identify innovation drivers and barriers in PSOs in Kenya. The paper aims to contribute to the understanding of the antecedents of innovations and to offer insight to PSOs to foster such innovations.

This research was conducted in two PSOs in Kenya. The participants of the present study consisted of a sample of 186 managerial and non-managerial employees. Empirical data were analysed using descriptive statistics, factor analysis and multiple regression analysis.

First, the results indicate that drivers of innovation in PSOs are: leadership practices, social factors, technological factors and management practices. Second, the results reveal that poor management practices and over-reliance on existing resources, among others, are barriers to public sector innovation. Third, the study indicates that management practices and leadership practices are factors to consider in overcoming barriers.

As the present study was conducted with a convenience sample of 186 respondents from 2 purposively selected PSOs in Kenya, the extent to which the results could be generalized may be in doubt. However, as the aim of the study was theory testing, the study makes a contribution in this regard rather than doing a representative survey.

The study offers a first-hand insight into public sector innovation from the perspective of a developing country, Kenya, an area that has been neglected by researchers. The present study has implications for theory, practice, research and policy development, mainly in Kenya, but also for comparable situations worldwide.

The present study represents a first attempt to investigate the drivers, barriers, overcoming barriers and outcomes to innovations in a single study of PSOs from a developing nation. The present study provokes both academics and policy makers to rethink approaches to nurture innovations in the public sector.

The purpose of this study is to identify driving factors and a quantitative model for implementing public-private partnership (PPP) projects in Ethiopia as a case study in emerging economies.

A review of the literature and semi-structured interviews were carried out to identify driving factors affecting the implementation of PPP projects in the Ethiopian context. Data were collected through a questionnaire survey within three months, with 59 validated responses; mean score technique and factor analysis were conducted. The fuzzy synthetic evaluation (FSE) method was applied to develop a driving index (DI) for implementing infrastructure PPP projects. Finally, a comparative analysis of top-five drivers was conducted between four emerging economies.

Mean values show that all driving variables are important. Through factor analysis, 22 identified driving variables were grouped into six factors, namely, benefit for public and private sectors, attention of private sector, social development, cost reduction, management ability of public sector and ability of private sector. The FSE method constructs a DI and shows that benefit for public and private sectors is the most crucial factor for PPP implementation in the context of Ethiopia. Apart from this, most driving forces for adopting PPP projects in these countries related to financial problems.

This study is one of the first integrate driving factors for PPP implementation. The index provides the decision-makers with a comprehensive tool to assess the needs of PPP implementation.

The purpose of this paper is to assess innovation in public sector organisations (PSOs) from the middle managers’ perspectives. Several studies have been conducted on innovation drivers in organisations; however, such studies are limited when it comes to the public sector. Innovation is a term that has been synonymous with the private sector, until of late when public sector organisations adopted the terminology.

The present study adopts a qualitative approach. The findings are based on a sample of selected 16 middle managers from two PSOs in Kenya. The study relies on focus group discussions (FGDs) to collect data. The data are analysed thematically, based on categorisation.

First, the results identified drivers, barriers, strategies to overcome barriers, innovation outcomes/indicators and the status of innovation in Kenya’s public sector. Second, the study points to policy directions, theory and practice.

The study suggests that innovation drivers in the public sector greatly depend on government and top management, particularly the way they craft policies and provide support for innovative behaviours. The current findings are limited to innovation activities of the public sector in Kenya, specifically the two organisations.

The findings from this research can aid the understanding of the nature of innovation in PSOs given that it is empirically based on middle managers’ insights.

Prosocial job characteristics have received the least scholarly attention among the antecedents of employee innovative work behavior (IWB). Hence, antecedents' role remains largely unknown, especially in public sector organizations. Based on the relational job design theory, job characteristics theory (JCT) and public sector innovation literature, the authors examine whether job impact (JI) promotes public sector employees' IWB mediated by work meaningfulness (WM). This study also assesses whether servant leadership (SL) strengthens the influence of JI on IWB (via WM).

The model was examined on a sample of 180 employee-supervisor dyads (90 supervisors and 180 employees) recruited from various government departments in the United Arab Emirates (UAE).

The finding supports the proposed moderated mediation model in which JI enhances IWB. The association between JI and innovative behavior via WM is found to be stronger under high SL behavior.

The authors' findings offer prescriptive insights into SL's crucial role in illustrating when and how JI promotes IWB and offer relevant managerial recommendations for encouraging public sector employees to demonstrate innovative behavior. The authors also provide empirical evidence on the significant contribution of a prosocial job characteristic, i.e. JI, to IWB. In addition to having theoretical and practical significance, the authors' study is aligned with the UAE National Innovation Strategy 2015.