The prevailing leadership style is considered one of the important factors affecting the level of creativity for employees. Therefore, this research was prepared with the aim of uncovering the relationship and impact of the prevailing leadership style among managers in a Qatari governmental organization (Transformational Style and Transactional Style) on the creativity of the organization's employees. The descriptive-analytical approach was used, and data was collected by means of a questionnaire distributed to a simple random sample of 90 employees. Data was statistically analyzed using the SPSS program. It was found that the Transformational Leadership style is the prevailing style in the organization under research from the viewpoint of the study sample members. However, this does not mean the absence of the Transactional Leadership style; it exists, but to a lesser degree than the Transformational Leadership style. The results revealed that both the Transformational and Transactional leadership styles affect employee creativity, but to varying degrees. Transformational leadership explains about 35% of employee creativity, while Transactional leadership explains about 22% of employee creativity. This means that the leadership style is one of the factors influencing employee creativity, as there are other influencing factors. The study recommended the importance for occupants of supervisory positions in the organization under research to adopt the Transformational Leadership style, including what it encompasses of an influential and inspiring personality for employees, capable of encouraging employees to innovate. The study also recommended the necessity of addressing the weakness of contingent reward practices, the importance of financially and morally motivating and encouraging employees, along with clarifying expectations from them, providing opportunities for participation and creativity, continuous communication with them to understand their needs, and considering individual differences among them.
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