Linking transformational leadership and digital creativity from the lens of social cognitive theory

Purpose With the wide usage of digital technologies, employees’ digital creativity serves as a stepping stone in driving the process of organizational digital innovation. However, scant attention has been devoted to understanding the relationship between leadership and employees’ digital creativity within the digital technology usage context. Drawing upon social cognitive theory, our study aims to explore the relationship between transformational leadership and employees’ digital creativity through the mediating roles of creative self-efficacy and ambidextrous learning. Design/methodology/approach A field survey was conducted in China, garnering survey data from 223 employees actively engaged with digital technologies in their daily work. We empirically test the structural equation model to verify the hypotheses. Findings The results reveal a positive association between transformational leadership and employees’ digital creativity, with a consequential cascade mediation facilitated through creative self-efficacy and exploitation and exploration. Originality/value The empirical research not only enriches comprehension of individual-level digital creativity but also provides valuable practical insights for managers seeking to effectively drive digital innovation within their organizations.