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This study aims to examine the relationship between Transformational leadership and Organizational Innovation. This relationship is mediated through an intervening variable like Employee Creativity. Using the sample of 250 including supervisors and their respective subordinates of Telecommunication industry of Pakistan. This is purely quantitative research and a survey was designed to collect data from supervisors and subordinates to reduce the common method biasness. This study supports the "Transformational theory, LMX theory and Social learning theory" Data was analyzed by using SPSS and AMOS. The results of this study confirms the results of previous studies showing the significant relationship of Transformational leadership style, Employee Creativity and Organizational Innovation with each other, but in previous studies no indication was found about the cause of organizational Innovation through Employee creativity in Telecommunication sector of Pakistan. So the findings of current study have explicit practical considerations for leadership practice, particularly in the situation where both followers and leaders interact with each other.

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The main purpose of this study is to investigate the relationship between psychological capital and employee performance through the mediating role of job embeddedness. Psychological climate is used as moderator to intensify the link between psychological capital and job embeddedness. Using data from 350 nurses belonging to four public hospitals, partial least squares structural equation modeling was utilized to analyze the hypothesized model. Job embeddedness significantly mediates the link between psychological capital and employee performance. Psychological climate heightens the relationship between psychological capital and job embeddedness. The findings offer suggestions for researchers on the conservation of resources and concept of psychological capital, public hospitals, and practitioners on how to improve the performance of employees.