Purpose: This study attempts to gain insight into what factor influence on employee creativity and perceived organizational performance. Therefore, a theoretical framework is developed grounded in empowerment theory workplace ostracism and defensive silence.  In addition to that the moderating role of employee proactivity is hypothesized between employee creativity and perceived organizational performance. Design/Methodology/Approach: The research design of this study is based on positivist paradigm and followed quantitative research approach. A survey was administered towards public sector organizations in Saudi Arabia. Sample size of this study is computed with prior-power analysis using G-power software. For data analysis 384 responses were analyzed with structural equation modeling (SEM). Findings: Results indicate that employee creativity is predicted by empowering leadership, psychological empowerment, structural empowerment, trust in leadership, defensive silence and workplace ostracism and explained  52.4% variance in employee creativity. Therefore, employee creativity and employee proactivity shows  55.1% variance in perceived organizational performance. Effect size analysis showed that structural empowerment had medium level of effect size when predicting employee creativity. Practical Implications: This study contributes to empowerment theory and enriches the innovative and leadership literature. Practically, this research suggested that managers and policy makers should focus on empowering leadership, structural empowerment, psychological empowerment, employee proactivity and trust in leadership in order to boost employee creativity and perceived organizational performance. Originality/value: This research is significant as it extends the empowerment theory with defensive silence and workplace ostracism and extends the body of knowledge on this subject. To the best of researcher knowledge this study is the first that test the empowerment theory with the moderating role of employee proactivity to determine employee creativity and perceived organizational performance.

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In the current economic realities, the forms of integration business entities through the creation of enterprise groups (EGs), reorganized from industry structures or created a new by acquiring existing companies, are becoming increasingly relevant. The economic activity of the enterprise is carried out in the conditions of economic instability and improvement of the system economic relations, which imposes fundamentally new requirements in the sphere of managing the interaction of enterprises. Under these conditions, the successful development of the enterprises and often their very existence depend both on the effective use of the management systems themselves and on the competence of the management decisions made. Consequently, for decision makers and managers of Group Policy (GP), the problem of evaluating the development of GP and promptly making sound management decisions in an unstable and rapidly changing economic environment is considered a particular relevance. One of the promising ways to solve this problem is the development of decision support systems (DSS), using scientifically based decision-making methods based on modern mathematical apparatus and computer equipment. At present, the approach to managing the development of the EGs is associated with the representation of the latter as a multi-agent system (MAS). The DSS does not replace, but complements the existing management systems in the EGs, interacting with them, and uses in its work information about the functioning of EGs units.

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The role of leadership in an organization’s parameters has been enhanced, especially in an uncertain environment. New environmental and sustainability laws and social responsibilities are emerging. Corporates are making continuous efforts to be sustainable and excellent in their performance. The purpose of this study is to measure the impact of servant leadership on organizational behavior when work capacity mediates this relationship from a cross-cultural perspective. We created a three-variable survey containing 31 items to collect statistics on 329 employees in the Pakistan, China, and Saudi Arabian corporate sectors. It was a structured, quantitative study. Cross-section procedures have been implemented to gain experience. The conclusions of the study show that employee competence is an intermediary between servant leadership and organizational performance. Servant leaders make a positive difference in an organization’s excellence. This study suggests the practical importance of servant leadership and employee competency in the cross-cultural corporate sector. This study influenced the concept of servant leadership in corporate philosophy. Future studies may be directed to finding the relationship through more complex and rigorous research designs.