7. Summary and conclusion
7.1. Summary of findings
This study found that top management leader's benevolence, and adhocracy OC dimension have positive and significant effects on employee creativity. These results are in agreement with the discourse of several studies that have also explored the impact of benevolence and adhocracy OC dimension on employee creativity (Castro et al., 2012; Gupta, 2011; Yang & Hung, 2015). This further confirms this study's position, and prior argument raised by Lin et al. (2016), and Karakas and Sarigollu (2012). The authors emphasised that by being humane, supportive, caring, kind, and considerate, top management leaders might actually be able to engender employee creativity. This is with regards to this study's exemplified positive and significant impact of benevolence on employee creativity. This study's findings are also similar to the findings of Naranjo-Valencia et al. (2016) and Naqshbandi and Kamel (2017), which mirrored a significant positive relationship between adhocracy OC and employee creativity. Likewise, the CTIC also espoused that features such as employee autonomy, risk taking (which reflect the adhocracy OC) could aid to engender employee creativity. This is consistent with this study's findings which indicates that adhocracy OC has a positive and significant impact on employee creativity, thus, complementing the theoretical position espoused by the CTIC.
