Empowering leadership: role of organizational culture of self-esteem and emotional intelligence on creativity

Tufail Ahmad, Ali Raza Hamid, Ansar Abbas, Aisha Anwar, Dian Ekowati, Rakototoarisoa Maminirina Fenitra, Fendy Suhariadi

Research output: Contribution to journalArticlepeer-review

5 Citations (Scopus)


Purpose: The changing workplace and the disruption and transformation of business processes brought on by modern technology make it difficult for a firm to maintain its existing plans. A management's ability to succeed is related to sustaining and developing its employees to be innovative workers. The idea is to empower subordinates and share authority with them, which increases efficiency. Design/methodology/approach: In this study, it was anticipated that there is a definite relationship between leadership empowerment and workplace cultures of self-esteem, emotional intelligence and creative thinking. Data were obtained using random sample techniques to confirm the hypothesis. A total of 291 Pakistani private-sector employees were surveyed for this study. Findings: There were positive and substantial links between empowered leadership and creativity, while emotional intelligence and organizational self-esteem have an inverse relationship. For psychological appeal and inventiveness at work, empowerment alone is sufficient. Intellectual stimulus or culture of excessively positive self-esteem may cause numerous limits at work. Hence, management should avoid situations where leaders are predisposed to developing empowering techniques. Research limitations/implications: This study yields an additional understanding of organizational behavior literature. It was concluded from this study that empowering leaders should avoid using emotional intelligence when scaling up creative strategies. As an alternative, they should develop a culture of self-esteem through emotional intelligence. Practical implications: Leaders may want to consider demographic values while developing empowerment strategies. It is not recommended to use emotional intelligence and empowerment simultaneously. As a result, this framework suggests a realistic and candid approach that is simple to implement. Originality/value: Leaders make people aware of the ongoing importance of innovative processes to encourage staff to be creative. Successful leaders may use either empowering culture or leadership empowerment strategies for a more significant appeal. Self-esteem culture may provide a structure of interaction buffer against the other emotions that could counter disruption.

Original languageEnglish
Pages (from-to)201-214
Number of pages14
JournalJournal of Management Development
Issue number3
Publication statusPublished - 2 Jun 2023


  • Creativity
  • Education
  • Empowering leadership
  • Leadership strategy
  • Organizational culture
  • Positive psychology
  • Well-being


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