Transformational Leadership Support for Creativity Through Self-Efficacy with Strengthening Organizational Culture (A Study on Health Workers of Health Centers in the Sub-District of Cakung Jakarta)
Abstract
This study investigates the mediating role of self-efficacy and the moderating role of organizational culture in the relationship between transformational leadership and employee creativity. It employs a causal associative research design with a quantitative approach. A comprehensive survey involving 144 respondents, including civil and non-civil servant health workers at the Cakung District Health Center in East Jakarta. This diverse participation underscores the importance of gathering insights from all health service areas to improve community health outcomes effectively. Data were analyzed using the PLS-SEM technique with Smart PLS 3 software. The results indicated that both transformational leadership and self-efficacy have a positive and significant impact on employee creativity. Additionally, there is an indirect effect of transformational leadership on employee creativity through self-efficacy, and organizational culture can enhance the influence of transformational leadership on employee creativity. The study recommends implementing transformational leadership training for leaders to boost self-efficacy and employee creativity, particularly among health workers, including civil and non-civil servants. Furthermore, fostering an organizational culture that supports creativity should be promoted through policies that encourage innovation, facilitate open communication, and recognize new ideas. This approach aims to maximize the positive effects of transformational leadership and ultimately improve the quality of healthcare services and public health outcomes.
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DOI: http://dx.doi.org/10.18415/ijmmu.v12i4.6684
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