Transformational leadership is as an emerging theory in managerial leadership unlike traditional  leadership, where a leader works with his team members by persuading them along with sharing  responsibilities leading to achievement of unexpected results beyond their capabilities.  Management leaders intends to implement transformational leadership style, yet they are unaware  that it is not enough. Therefore, strategic issues like management of knowledge and organizational  learning must be managed through transformational leadership for consulting firms in order to  develop organizational innovation. The research focused on identifying the correlation between  transformational leadership and employee innovation., A quantitative approach relying on a questionnaire was conducted. The study sample consisted of 371 employees who were selected  through quota sampling from Dubai Customs. The results showed that the relative weight of  transformational leadership amounted to 80.34%, with a mean value of 4.02 and a standard  deviation of 0.34, and the relative weight of employee innovation was 67.99%, with an average of  3.40 and a standard deviation of 0.86. The Pearson correlation coefficient between  transformational leadership and employee innovation R=0.269, which means that there is a  correlation between transformational leadership and employee innovation at Dubai Customs in the  United Arab Emirates. In addition, employee innovation was fundamentally affected by the  independent variable (transformational leadership) and in a statistically significant manner.  Furthermore, the findings showed the adjusted coefficient of determination was 0.166, which  means that 16.6% of the change in employee innovation was due to the influence of the  independent variable (transformational leadership). The study may help Dubai Customs in  developing its employees creativity by developing the transformational leadership of its leaders,  and helps it discover strategic elements for this purpose like management of knowledge and  organizational learning.

Purpose:  The purpose of the study was to identify the mediating role of trust between transformational leadership, knowledge management and employee innovation among the employees of customs department Dubai United Arab Emirates. For meeting the objectives of the study and to test the framework of the study, the current study collected data from the employees of custom department of Dubai.     Theoretical framework: Employee innovation is considered as a key participant in organizational success. Leadership plays a significant role in developing employee innovation; however, it becomes successful only when the leader succeeds in developing trust among the employees.   Design/methodology/approach: The data has been collected from 371 employees and structural equation modelling has been applied to test the relationships and mediation analysis.   Findings: The findings revealed that both leadership and knowledge management have a significant impact over employee innovation. Likewise, trust significantly mediate the relationship between transformational leadership, knowledge management and employee innovation.   Research, Practical & Social implications:  The research opens the horizons for several other studies to explore other influencing variables for promoting employee innovation   Originality/value: Provide a more nuanced and integrated perspective on how leadership and knowledge management affect trust and, eventually, employee innovation by evaluating them together, even though our examination of existing studies reveals that they were evaluated independently so far.