Creativity and innovative behavior of employees are fundamental for organizations to enhance their creativity and innovation performance. This study suggests an integrative model of transformational leadership, psychological empowerment, creativity, and innovative behavior. Although extant research has demonstrated the effects of transformational leadership and psychological empowerment on creativity, it has been a little-known about the effects of those variables on innovative behavior. Moreover, this study separates creativity and innovative behavior and tests the relationship of both constructs. This study theorizes that creativity predominates innovative behavior. To link the relationships among the study variables, this study draws on self-determination theory.
A series of hierarchical regression analyses provided support for all proposed hypotheses. To summarize, transformational leadership significantly can affect psychological empowerment, creativity, and innovative behavior. The influences of psychological empowerment on creativity and innovative behavior are suggested. In addition, creativity can affect innovative behavior. Psychological empowerment can act as a mediator on the relationship between transformational leadership and creativity. The type of mediating effect of psychological empowerment is partial. It is also suggested that creativity can act as a mediator on the relationship between psychological empowerment and innovative behavior. In contrast, the type of the mediating effect of creativity is full.
This study does not only provide a new understanding on the relationships among the study variables, but also provides a new insight to organizational managers and practitioners in order to enhance organizational creativity and innovative behavior. Besides the potential contributions, limitations of this study are discussed. In addition, to expand the findings of this study, some directions for future research are also addressed.

Creativity and innovative behavior of employees are fundamental for organizations to enhance their creativity and innovation performance. This study suggests an integrative model of transformational leadership, psychological empowerment, creativity, and innovative behavior. Although extant research has demonstrated the effects of transformational leadership and psychological empowerment on creativity, it has been a little-known about the effects of those variables on innovative behavior. Moreover, this study separates creativity and innovative behavior and tests the relationship of both constructs. This study theorizes that creativity predominates innovative behavior. To link the relationships among the study variables, this study draws on self-determination theory.
A series of hierarchical regression analyses provided support for all proposed hypotheses. To summarize, transformational leadership significantly can affect psychological empowerment, creativity, and innovative behavior. The influences of psychological empowerment on creativity and innovative behavior are suggested. In addition, creativity can affect innovative behavior. Psychological empowerment can act as a mediator on the relationship between transformational leadership and creativity. The type of mediating effect of psychological empowerment is partial. It is also suggested that creativity can act as a mediator on the relationship between psychological empowerment and innovative behavior. In contrast, the type of the mediating effect of creativity is full.
This study does not only provide a new understanding on the relationships among the study variables, but also provides a new insight to organizational managers and practitioners in order to enhance organizational creativity and innovative behavior. Besides the potential contributions, limitations of this study are discussed. In addition, to expand the findings of this study, some directions for future research are also addressed.

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