Abstract
This study investigates the nuanced relationship between transformational leadership and employee creativity, examining both global and dimensional levels. Drawing from role identity theory and personal identification, we explore two mediating pathways—employees' creative self-view and identification with the leader—to propose that transformational leadership can both enhance and constrain creativity. Specifically, we argue that transformational leadership fosters creativity by enhancing employees' self-perception as creative but may inhibit creativity through strong identification with the leader. Additionally, we examine the moderating role of migrant worker status, positing that transformational leadership has a stronger positive effect on the creative identity of migrant employees. We analysed data from 252 employees in public and private organizations in Saudi Arabia using a moderated-mediation model. The findings support a positive relationship between transformational leadership and creativity, mediated by creative role identity, particularly for migrant employees. However, the indirect effect of transformational leadership through leader identification was not significant. Further dimensional analysis revealed that while inspirational motivation, individualized consideration, and intellectual stimulation positively influenced creativity, idealized influence/charisma had a negative impact on creativity. Finally, theoretical and managerial implication are discussed.