Mediating effects of knowledge sharing and employee creativity on the relationship between visionary leadership and innovative work behavior

Purpose - This study aims to explore how visionary leadership influences innovative work behavior (IWB) with the mediating effect of knowledge sharing (KS), employee creativity and moderating role of work centrality in the relationship between employee creativity and IWB in the organization. Design/methodology/approach - A survey was administered to 304 respondents who were employees in different organizations in the United Arab Emirates. The data were analyzed through structural equation modeling using SmartPLS4. Findings - The results show that visionary leadership is significantly associated with KS and employee creativity. Moreover, employee creativity has a notable impact on IWB, and the connection between employee creativity and IWB remains unaffected by work centrality. Originality/value - This study offers a novel perspective by investigating the interrelationship between visionary leadership, KS, employee creativity, work centrality and IWB. A distinctive feature of this study lies in its focus on the mediation and moderation effects within this framework, with emphasis on a relatively new leadership style, visionary leadership. By exploring the mediating role of KS between visionary leadership and employee creativity, as well as the mediating role of employee creativity between KS and IWB, this study offers one of the first to highlight the underlying mechanisms that drive IWB. Furthermore, to the best of the authors’ knowledge, this study is one of the first to introduce work centrality as a moderator in the relationship between employee creativity and IWB.