ISSN:1582-2559

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The Nexus between Creative Leadership,

Job Satisfaction, Organizational
Citizenship Behaviour, and Employee
Performance Moderation through
Transparency
I. Kadek Sara MANDIYASA1*, I. Gede RIANA2, I. G. A. Manuati DEWI3, I. B. Ketut SURYA4
1DoctoralProgram, Faculty of Economics and Business, Udayana University, Bali, Indonesia.
2,3,4Faculty
of Economics and Business, Udayana University, Bali, Indonesia.
Email: [email protected], [email protected], [email protected], [email protected]
*Corresponding Author

Received: 19.03.2022 Accepted: 03.06.2022 Published: 01.10.2022 DOI: 10.47750/QAS/23.190.42

Abstract

The aim of this study is to analyze the effect of creative leadership (CL) and job satisfaction (JS) on organizational
citizenship behavior (OCB) and employee performance (EP) moderation through transparency. The study was
conducted at PT. Pos Indonesia, using a sample of 216 employees, chosen randomly from branches spread across
Bali. Data were collected using a questionnaire for all predetermined samples. The data collected were then analyzed
using descriptive analysis, and using inferential analysis the hypotheses were used by PLS with smartPLS3.0. The
results showed that CL and JS had no significant effect on EP but a significant effect on OCB. Furthermore, OCB had
a positive and significant effect on EP. This study also illustrated that OCB fully mediated the effect of CL and JS on
EP. Meanwhile, transparency did not significantly moderate the effect of CL on EP. Theoretically, this study confirms
the social exchange theory, suggesting that there are always things exchanged between the organization and its
employees. The practical implications of this study emphasize the important role of management in making changes
when carrying out work in accordance with competitive industry conditions.

Keywords: creative leadership, job satisfaction, organizational citizenship behavior, employee performance,
transparency

employees so that they do their work better. Empirically, social

Introduction exchange theory is when individuals reap benefits from the
organization, and the individuals try to exchange benefits with
The Industrial Revolution 4.0 has brought both challenges effort to return the benefits received. Employees who feel
and advantages to industry players (Leong et al., 2020). satisfied at work tend to try to improve their behavior (Purwanto
However, several organizations are facing human resources’ et al., 2021), which has an impact on employee performance
problems because they are less able to deal with the shift from (Novitasari et al., 2020). Likewise, leadership values that are
conventional ways of working to using digital technology. The considered appropriate will be rewarded with voluntary
problem arises when employees become less adaptive, employee behavior (Supriyanto et al., 2020), thereby increasing
especially when carrying out work, so employee performance performance (Legood et al., 2021). Cepiku and Mastrodascio
decreases. The preliminary study found that employees are (2020) explained that leadership behavior significantly impacts
facing problems in the workplace because there is currently employee performance. In this disruptive era, leaders who are
more change related to the use of digital technology. Employee able to control organizations in the face of rapid environmental
performance is the result of work that can be produced, both in changes are greatly needed. Leadership is a process of
quantity and quality. Rahmani et al. (2018) stated that employee influencing others about what needs to be done. Yukl and
performance depends on the leader, who is responsible for Gardner (2019) state that it is currently necessary to use a
fostering cooperation between organizational components. diverse approach to leadership to produce leaders who are in
Several studies (Purwanto, 2022; Nugroho et al., 2022; Bass et accordance with the organization's needs. A creative leadership
al., 2008) expressed that leadership can improve organizational style is proven to increase OCB (Deng dan Guan, 2017;
citizenship behavior and employee performance. Job Hernaus et al., 2021) and even employee performance (Carmeli
satisfaction is also an important factor in improving OCB and EP et al., 2013). However, the effect of OCB on employee
(Indarti et al., 2017; Sawitri et al., 2016; Seran et al., 2021). performance is still found to be inconsistent. Bolino et al. (2013)
stated that employees often face pressure when involved in
Social exchange theory (Wyleżałek, 2021) outlines that
OCB. The obligation to work harder may have negative
social exchange always exists within an organization. According
implications for employee well-being. Deery et al. (2017)
to the psychological principle, when the organization requires
mentioned that OCB can have an unfavorable impact on
more productive employees, it increases the rewards for

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employees, such as emotional exhaustion and work–family leaders are full of ideas for problem-solving and continuous
conflict. The unfavorable impact of OCB on employee improvement, and a clear picture of the future organization, and
performance (Bolino et al., 2013; Deery et al., 2017) has the they understand how to work efficiently to achieve the
potential to reduce employee performance. organization's vision.

Creative leadership is seen as suitable for fostering Basadur (2004) mentioned that a creative leader is a
employee innovation (Ghosk, 2016) and is also said to be leadership type that can help individuals and teams to drive
appropriate when organizations face formidable challenges in change through the creative process, finding and defining
an era of rapid and increasingly complex environmental change problems and implementing new solutions to solve problems.
(Morris et al., 2010). Uhl-Bien and Arena (2018) stated that one Ratih et al. (2016) designed a creative leadership model by
of the toughest challenges faced by the current leaders is combining transformational leadership values with the values
increasing the adaptability of employees to face environmental of a leader's creative ability. Another important factor affecting
changes. Organizations need leaders with creativity in order to employee performance is organizational citizenship behavior
deal with changes and adapt to the environment swiftly. Riza et (OCB) (Günay, 2018), a civic behavior that always obeys
al. (2021) mentioned that creative leaders can improve adaptive applicable rules and which is seen as being capable of making
performance because they are seen as capable of creating an important contribution to improving employee performance.
space for increased creativity (Uhl-Bien and Arena, 2018). OCB is a preferred behavior that is not part of the employee's
Meijer (2014) mentioned the importance of transparency in formal work obligations but which supports the effective
supporting employee performance. Leaders find it easier to lead functioning of the organization (Nadeak et al., 2021). According
their subordinates while supported by transparency within the to Chelagat et al. (2015), OCB is an extra role that is not formally
organization. This study set out to analyze the effect of creative explained but which exists and is rooted within the organization.
leadership and job satisfaction on organizational citizenship OCB can help to change the initially formal organizational
behavior and employee performance moderation through atmosphere to a more relaxed and cooperative one, thereby
transparency. reducing tension among employees (Harwiki, 2016; Istanti et al.,
2021). Previous studies revealed that leadership makes an
important contribution to OCB formation (Asgari et al., 2020).
Studies (Deng and Guan, 2017) have shown that creative
Literature Review leadership significantly affects OCB. Lian and Tui (2012) found
that there is a strong link between creative leadership and the
Social exchange theory is based on the central premise that
desire of employees to take part in organizational citizenship
the exchange of social and material resources is the basic form
behavior. Barbuto (2005) explained that the followers of creative
of human interaction. Social exchange theory predicts that, in
leaders have a sense of trust, admiration, loyalty, and respect
reaction to positive action, the target will reciprocate by
for the leader so that employees are motivated to partake in
engaging in more positive than negative feedback (Cropanzano
OCB.
et al., 2017). Social exchange theory is one of the influential
conceptual paradigms in understanding employee work In addition, organizational citizenship behavior can also be
behavior. The empirical study of social exchange theory was generated when employees feel satisfied at work (Liao and
traced by Malinowski (1922), which was developed by Blau Chen, 2012). Mushtaq et al. (2014) stated that satisfied
(1964). Positive and negative exchanges can affect employee employees tend to have higher OCB. Aftab (2012) explained
behavior in achieving goals. Social exchange theory explains that employees who feel valued and cared for find it easier to
that interactions are usually seen as interdependent and achieve job satisfaction (Nurak and Riana, 2017). Job
dependent upon the actions of others (Blau, 1964); therefore, satisfaction is an employee's perception of the degree to which
the experience gained is mutually influencing. Individuals in work has a significant and positive impact (Krishnan et al.,
organizations enter exchange relationships because of the 2010), which is reflected through the employee's positive
motivation to obtain rewards. Michel (2017) explained that attitude toward the assigned tasks. Several other studies have
employees have the intention to repay the goodwill of co- stated that job satisfaction has a significant effect on OCB
workers, supervisors, work groups, and organizations through a (Murphy et al., 2002; Shokrkon and Naami, 2009; Park, 2006).
reactionary social exchange process. Researchers (Chiang and Hsieh, 2012: Sani, 2013) have
demonstrated the significant effect of OCB on employee
Creative leadership is seen as highly suitable for fostering
performance. However, Bolino et al. (2013) expressed that
employee innovation (Ghosk, 2016). Creative leadership is also
employees often face pressure when involved in OCB, and the
fitting when organizations face severe challenges in an era of
obligation to work harder has negative implications for employee
complex environmental change (Morris et al., 2010). Uhl-Bien
well-being. Deery et al. (2017) explained that OCB could have
and Arena (2018) stated that one of the toughest challenges
an unfavorable impact on employees, such as emotional
faced by today’s leaders is enhancing the adaptability of
exhaustion, which may reduce employee performance (Bolino
employees in the face of increasing environmental change.
et al., 2013; Deery et al., 2017). Al-Ahmadi (2009) showed that
Therefore, organizations need creative leaders to become more
job satisfaction has a significant effect on employee
adept at dealing with change and adapting to the environment.
performance. Several other studies have revealed that job
Rickards and Moger (2000) stated that creative leadership
satisfaction significantly affects employee performance (Liao
shares many similarities with transformational leadership (Bass
and Chen, 2012; Kalkavan and Alev, 2014). Furthermore, some
and Bass, 2008) and is furthermore characterized by
studies (Maharani, 2013; Pilarta, 2015; Rismawati et al., 2015)
transformational leadership (Ratih et al., 2016). Bass et al.
have revealed that employees who are satisfied with aspects of
(2003) explained that creative leadership adopts a
their work will improve their performance.
transformational style that focuses on the self-development of
subordinates, encouraging subordinates to think and act Meijer (2014) mentioned that low transparency often leads
innovatively to solve problems and achieve organizational goals to abuse of employee authority, which disrupts the
and objectives. Creative values can also increase optimism and organization's running and can lead to different interpretations
enthusiasm for work so that employee performance can exceed of organizational policies. Utama and Setiyani (2014)
expectations. Dahlgaard et al. (1997) stated that creative demonstrated that transparency can significantly improve

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employee performance. Encouraging transparency means
improving organizational management, according to the
principles of openness, to enable increased employee Methodology
confidence in the organization. However, the effect of creative
leadership on employee performance through transparency This study is explanatory and has the aim of explaining the
moderation is still relatively unknown. Iswanto et al. (2020), who influence between variables through hypothesis testing. The
tested the effect of creative leadership on team performance, design of the study refers to the positivism paradigm by testing
found insignificant results. The limited study on the effect of the effect between variables using statistical tools. This study
creative leadership on employee performance moderated by used three types of variable, namely, exogenous variables
transparency is a driver for this study. Transparency has an (creative leadership and job satisfaction), endogenous variables
essential role to play in leaders obtaining optimal employee (employee performance and OCB), and a moderating variable
support. Jhaver et al. (2019) explained that transparency can of transparency. The population consisted of all employees of
increase the effectiveness of leaders in the inventory of time and PT. Pos Indonesia from the Bali branch, as many as 493
resources to increase organizational effectiveness. employees, with the samples determined using the Slovin
Transparency provides opportunities for employees to obtain formula, so that a sample of 216 employees was obtained. The
information about organizational policies (Nawangsari et al., sample was selected using stratified random sampling based on
2017). The implementation of transparency is considered the proportion of employees. After the sample was determined,
capable of supporting the creation of superior performance the data were collected using a questionnaire for the target
(Kristiansen et al., 2008). The inconsistency of the study related sample. Data were collected from primary and secondary
to the influence of leadership and job satisfaction on employee sources, in the form of both quantitative and qualitative data.
performance provides an opportunity to conduct further study. The questionnaire contained statements about each variable in
Based on the description of several previous studies, the the research model. Creative leadership was adopted from Ratih
following hypotheses are proposed: et al. (2016), job satisfaction was adopted from Indarti et al.
(2017), OCB was adopted from Organ (1988) and Purwanto
H1. Creative leadership has a positive and significant effect (2022), employee performance from Koopmans et al. (2014),
on employee performance. and transparency was adopted from the study by Nawangsari
H2. Job satisfaction has a significant positive effect on et al. (2015). Before the data were collected, the questionnaire
employee performance. was tested for validity and reliability, and the research
H3. Creative leadership has a positive and significant effect instrument was found to be valid and reliable. The collected data
on organizational citizenship behavior. were analyzed with descriptive and inferential using Smart
H4. Job satisfaction has a significant positive effect on PLS3. Furthermore, data interpretation was carried out after the
organizational citizenship behavior. validity and reliability requirements (goodness-of-fit outer model
H5. Organizational citizenship behavior has a significant and inner model) in PLS had been met.
effect on employee performance.
H6. Organizational citizenship behavior mediates the effect Based on the results of the distributed questionnaires, there
of creative leadership on employee performance. were 216 respondents spread across the PT. Pos Indonesia Bali
H7. Organizational citizenship behavior mediates the effect Branch. The characteristics of these respondents are displayed
of job satisfaction on employee performance. in Table 1 (below).
H8. Transparency moderates the effect of creative
leadership on employee performance.

Characteristic Number (person) Percentage

Gender
Male 194 89.81
Female 22 10.19
Ages
< 21 years old 20 9.26
21–30 years old 97 44.91
31–40 years old 79 36.57
> 40 years old 20 9.26
Length of work
1–5 years 2 0.93
6–10 years 53 24.54
> 11 years 161 74.54
Education
Senior or vocational high school 39 18.06
Bachelor degree 129 59.72
Master’s degree 48 22.22
Table 1. Respondents’ profile

results of the reliability test showed that the Cronbach’s Alpha

Analysis Results values were > 0.7 (Hair et al., 2017). Furthermore, the construct
of validity and reliability was tested by referring to the values of
The validity and reliability test showed that all questionnaire convergent validity, composite reliability, and discriminant
statements had been declared valid and reliable. Validity refers validity. The validity and reliability testing of the constructs are
to the product-moment correlation values (> 0.30), and the displayed in Table 2 (below).

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Cronbach’s Composite AVE
Variable (X1) (X2) (Y1) (Y2) Alpha reliability

Creative 0.915 0.930

(0.724) 0.524
leadership (X1)
Job satisfaction 0.885 0.908
0.676 (0.790) 0.624
(X2)
Organizational 0.917 0.927
citizenship 0.606 0.711 (0.743) 0.552
behavior (Y1)
Employee 0.823 0.862 0.538
performance 0.626 0.716 0.727 (0.733)
(Y2)
Table 2. Reliability and validity

The construct of reliability and validity showed that all of the the following formula:
average variance extracted (AVE) root values were higher than
the correlation between variables in the model. This means that Q² = 1 – (1 – R1²) (1 – R2²) => Q² = 1 – (1 – 0.664) (1 –
it met an excellent discriminant value. Convergent validity based 0.763) = Q² = 0.920
on the AVE values was higher than 0.50, which means that the
model met the convergent validity. Meanwhile, the Cronbach’s The predictive-relevance value was 0.920 (> 0). Therefore,
Alpha and composite reliability for all constructs were higher the value of Q2 was close to the value of 1, which means that
than 0.70, which means that the model had sufficient reliability the model had good predictive value, and it can be stated that
criteria. Based on Table 2 (above), it can be concluded that the this structural model fitted the data. After the model had been
model had sufficient reliability and validity to be interpreted. declared valid, the proposed hypothesis was tested, as shown
in Table 3 and Figure 1 (below).
Next, the predictive-relevance value was calculated using

No Path T- P-
Variable Description
. coefficient statistics values
1 Creative leadership (X1) -> employee 0.018 0.292 0.770 Not supported
performance (Y2)
2 Job satisfaction (X2) -> employee 0.081 0.997 0.319 Not supported
performance (Y2)
3 Job satisfaction (X2) -> organizational 0.106 1.970 0.042 Supported
citizenship behavior (Y1)
4 Transparency (M) -> employee 0.739 10.316 0.000 Supported
performance (Y2)
5 Organizational citizenship behavior (Y1) 0.472 6.795 0.000 Supported
-> employee performance (Y2)
6 Transparency (M)* creative leadership 0.011 0.218 0.827 Not supported
(X1) -> employee performance (Y2)
Table 3. Hypothesis test

Figure 1 (below) displays the hypothesis testing based on the PLS analysis model.

Transparency

Creative L Transp
not Sig 0.827
Sig 0.042
Sig 0.000 not. Sig 0.770

Performance
OCB
Sig 0.000

Sig 0.000

Job sat
not Sig 0.319

Figure 1. The full model of PLS

The analysis showed that three hypotheses of direct influence were accepted, two hypotheses of direct influence

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were rejected, one hypothesis of moderating influence was (2017) explained that employees are more motivated to follow
rejected (predictor moderation), and two hypotheses of indirect leaders and even support creative leaders because they provide
effects showed full mediation (Hair et al., 2017). social support to subordinates. When a leader is more creative,
employees will be more confident to follow that leader, and the
team will become more solid and creative. Employees who feel
satisfied at work also tend to improve individual behavior that is
Discussion not explicitly related to the reward system, which may increase
organizational effectiveness (Chiang and Hsieh, 2012; Sani,
This study does not confirm the effect of creative leadership
2013; Dong and Phuong, 2018). Although it is a very abstract
on employee performance in previous research. Riza et al.
concept, high organizational citizenship behavior is dependent
(2021) stated that creative leadership can improve adaptive
upon the expectations of employees' work. Employees will
performance. Organizations with creative leaders tend to
voluntarily perform organizational citizenship behavior when
encourage organizations to learn to improve their performance.
expectations can be met (Purwanto et al., 2021; Ng et al., 2021).
Uhl-Bien and Arena (2018) stated that creative leadership is
fitting within scenarios of environmental change and complex Leader creativity can increase employee motivation so that
conditions. According to Ghost (2016), organizations need a employees feel more confident and have a closer relationship
creative leadership style to develop innovative products in order with leaders who have new ideas (Deng and Guan, 2017). The
to compete. Organizations today are also in dire need of creative leader's creative behavior plays a crucial role in increasing
solutions to solve various operational problems. Mueller et al. organizational citizenship behavior (Podsakoff et al., 2000),
(2011) expressed that creative individuals are needed to solve although the emergence of OCB stems from various employee
organizational problems, and organizations can only be driven attitudes (Cho and Johanson, 2008). In an era of increasingly
by creative leaders. These studies are not in line with empirical fierce competition, OCB is one of the keys to organizational
studies (Krishnan et al., 2010; Nurak and Riana, 2017) stating success in managing employee performance (Dinka, 2018;
that employees who are satisfied with various aspects of Safitri and Sulistiyorini, 2022). However, employees who are
satisfaction at work can provide optimal contributions in the satisfied with various work aspects cannot directly improve
workplace. Overall, employees perceive that the work they are performance. The findings demonstrate the importance of OCB
currently doing is no longer suitable for the current conditions. in improving performance (Purwanto et al., 2021; Dong and
Employees consider the number of competitors using digital Phuong, 2018). Siti et al. (2015) stated that transparency can
technology to be the reason why the work being done is not improve organizational performance as an entity consisting of
compatible with the current situation. When employees feel the individuals. Thus, increasing organizational performance means
work is in accordance with their expertise, they feel that their that it is supported by individual performance; therefore,
work corresponds with their abilities (Sari and Riana, 2018; Liao increased organizational performance also reflects an increase
and Chen, 2012). in employee performance as part of the organization's members.
The findings of this study expressed that transparency does not
Scholars (Juniantara, 2015; Murphy et al., 2002) have
moderate the effect of creative leadership on employee
explained that organizations need to pay attention to various
performance. Organizational management patterns can affect
aspects of job satisfaction so that employees will be willing to
employee performance because the centralization of policy-
reciprocate in the form of performance and beneficial behavior.
making in the organization has an important influence on
When employees feel satisfaction with various aspects of their
improving employee performance.
work (Noermijati and Primasari, 2015), their performance will
increase. Previous research findings (Shokrkon and Naami,
2009; Park, 2006; Mushtaq et al., 2014) have shown that
satisfied employees have the potential to increase Implications And Findings
organizational citizenship behavior and contribute positively to
improving employee performance. This finding is confirmed by This study confirms and enriches the social exchange
Chiang and Hsieh (2012), namely, that employees with a high theory, namely, that when someone reaps benefits, they tend to
level of OCB positively impact behavior, thereby contributing to exchange these benefits with a reciprocal contribution for the
overall performance. Thus, a high level of OCB can positively benefits received. This study proves the social exchange that
impact the organizational climate in the creation of employee occurs between leaders and employees. This benefit exchange
performance. This finding also demonstrated employees' is proven through the role of the employee's organizational
willingness to do work outside the main task, which is a very citizenship behavior as a mediation so that it affects
good indication of the creation of a conducive work climate so performance. Likewise, the social exchange between perceived
that employee performance will increase. job satisfaction and employee performance has been proven
through the important role of OCB. This study proves that
These studies confirm the previous study related to the leadership and employee satisfaction can improve performance
influence of creative leadership on OCB, whereby creative by increasing OCB. In contrast to organizational transparency,
values are suited to motivating employees in a rapidly changing employees will exchange it with their performance when they
environment (Morris et al., 2010). Nadeak et al. (2021) feel there is transparency within the organization. This indicates
mentioned that OCB is a preferred behavior and is not part of a that the theory of social exchange can be accepted. The findings
formal work obligation; rather, it supports organizational show that creative leadership and job satisfaction significantly
functions more effectively. Chelagat et al. (2015) explained that affect employee performance mediated by OCB. In comparison,
organizational citizenship behavior is an extra role. However, it transparency significantly affects employee performance;
exists and is rooted in the organization, and it can help to change however, it does not moderate the effect of creative leadership
the organizational atmosphere through encouraging greater on employee performance.
relaxation with a sense of kinship (Harwiki, 2016), which, in turn,
can reduce employee tension and increase employee
productivity (Istanti et al., 2021). Creative leaders tend to convey
creative ideas to solve the problems encountered, and Conclusion
subordinates can then follow them accordingly. Deng and Guan
Creative leadership and job satisfaction have not been found

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