Purpose The significance of creativity and innovation within organisations has been shown on several occasions. The purpose of this paper is to investigate the association between transformational leadership and employees’ creativity and innovation. Additionally, this study explored the moderating role of employees’ perceptions of a supportive climate for innovation. Design/methodology/approach Data were collected from 1,172 employees who were working in various types of industries in Iran, a developing country. Findings The results of this study revealed positive and significant relationships between transformational leadership and employees’ creativity and innovation. Also, the findings indicated employees’ perceptions of a supportive climate for innovation moderated the transformational leadership‐employees’ creativity and transformational leadership‐employees’ innovation relationships. Practical implications Organisations should invest in transformational leadership training and in the selection of leaders with this leadership style if their aim is to foster and enhance employees’ creativity and innovation. They also should invest in organisational climate improvement in order to provide a dynamic platform for being creative and innovative in the workplace. Originality/value This study is one of the first to investigate the following relationships in a developing country, Iran: the associations between transformational leadership and employees’ sense of creativity and innovation and the moderating impact of employees’ perceptions of a supportive climate for innovation.

Purpose The purpose of this paper is to examine the transformational leadership (TL) – employees’ organizational citizenship behavior (OCB) and employees’ emotional intelligence (EI) – employees’ OCB associations. In addition, this study explored the moderating role of employees’ EI on the TL – employees’ OCB relationship. Design/methodology/approach The study was conducted in 50 organizations in Iran, on a sample of 2,021 employees. Findings The findings of this research showed that TL and employees’ EI positively and significantly influence employees’ OCB. Additionally, the results revealed that employees’ EI moderates the TL – employees’ OCB association. Practical implications Iranian organizations should invest in TL and EI training and in the selection of mangers with TL style and employees with good level of EI in order to enrich the OCB of employees. Originality/value The present study is one of the first to examine the TL – employees’ OCB and employees’ EI – employees’ OCB relationships, and the moderating influence of employees’ EI on the TL – employees’ OCB association in a developing country, Iran.

Purpose The purpose of this paper is to determine empirically the influence of leader-member exchange (LMX) on employees’ creativity and innovation. In addition, this study investigated the moderating role of employees’ personal initiative on the associations. Design/methodology/approach Data were gathered from 1,221 employees working in organizations across various industries in Australia. Findings The findings of this study revealed positive and significant relationships between LMX and employees’ creativity and innovation. Also, the findings indicated employees’ personal initiative moderated the LMX-employees’ creativity and LMX-employees’ innovation relationships. Practical implications Organizations should invest in LMX training and in the selection of leaders with this leadership style if their aim is to nurture and intensify employees’ creativity and innovation. They also should invest in personal initiative training in order to amplify the effect of LMX on creativity and innovation in organization. Originality/value This study makes vital theoretical contributions in different ways. In the domain of creativity and innovation, it addresses factors that impact employees’ creativity and innovation. It expands knowledge about organizational resources that nurture and enhance the creativity and innovation of employees. For LMX, this study supplements existing research by examining employees’ creativity and innovation as outcomes. Also, identifying personal initiative as an amplifier of the LMX-employees’ creativity and innovation relationships extends research in that domain. This study is also a rare investigation of the Australian context.

The relevance of emotional intelligence and organizational commitment is tested among 142 employees of small and medium enterprise (SME) in private sector in Iran. The results indicate that there is a significant relationship between emotional intelligence as an overall construct and organizational commitment. Strong and positive influence of self management and social awareness as two competencies of emotional intelligence on employees' obligation to the organization is found. Meanwhile, positive but not significant impact of self awareness and relationship management as two abilities of emotional intelligence on employees' organizational commitment is educated. Therefore, due to lack of financial resources and support for private sector organizations in Iran, the results have a great implication for SMEs in private sector to prevent from wasting their financial resources by hiring individuals who are more emotionally intelligence that would result in higher level of organizational commitment.

Employee commitment is one of the most important elements that help organizations to achieve their goals. This study investigates the impact of gender differences on organizational commitment.108 employees of a private small and medium enterprise (SME) company in Iran are randomly selected for this study. The organizational commitment instrument used in this research is adopted from the Allen and Meyer (1990) scale. Based on this scale, three organizational factors (affective commitment, continuance commitment and normative commitment) are evaluated. The findings indicate that men and women have the same level of affective commitment, continuance commitment, and an overall organizational commitment. However results reveal that women have a greater level of normative commitment than men within the SME.