Employee Creativity and Paradoxical Leadership: The Mediating Effect of Employee Adaptiveness and Knowledge Sharing in Banking Sector of Pakistan
DOI:
https://doi.org/10.52461/sabas.v6i2.3856Keywords:
Paradoxical leadership, Knowledge sharing, Employee adaptiveness, Employee creativityAbstract
The goal of the current study is to investigate how employee adaptability and knowledge- sharing function as mediators in the relationship between employee creativity and paradoxical leadership in Pakistan's banking industry. To examine the connections between the constructs, 610 Pakistan's banking industry workers were surveyed. Survey instruments were used, and confirmatory factor analysis was carried out. A parallel mediation analysis was carried out using AMOS and the structural equation modeling technique. According to the current study, employee creativity, flexibility, and knowledge sharing are strongly correlated with paradoxical leadership. Additionally, in Pakistan's banking industry, it was discovered that employee creativity and paradoxical leadership are mediated by knowledge-sharing and adaptability. Data from the top five commercial sector banks was gathered for the current study, which was carried out in Pakistan's banking industry. To make findings more broadly applicable, future studies should incorporate all types of banks, including Islamic, conventional, public sector, microfinance, and specialized banks. The cross-sectional method of data collection was used, but longitudinal data collection is advised to enhance the results. The results of this study will be very helpful to senior banking management as they develop plans for improving leader-subordinate relationships in a way that can encourage innovation among staff members. By making insightful recommendations, the current study provides novel insights into the dynamics of knowledge sharing and employee adaptability between paradoxical leadership and employee creativity.
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