The telecommunications sector is considered one of the most prominent sectors that adopt technological investments and innovations to develop and improve institutional performance by boosting employees' practices and updating operations. This study measures the impact of creative leadership (establishing and sustaining organizational vision, dexterity in exploration, dexterity in application) and employee’s innovative behavior on the institutional performance of Oman Telecommunications Company (Omantel). The researcher has used the quantitative research design. The study population involved all the Oman Telecommunications Company (Omantel) staff, with a total number of (2240) employees. The study sample included (328) employees who were selected following the convenience sampling method. A questionnaire was prepared to collect the data, which were analyzed utilizing the (SPSS) analysis software via several relevant tests. The study has come up with many findings. The most significant finding is that the levels of creative leadership at (Omantel), considering the three aspects (establishing and sustaining organizational vision, dexterity in exploration, dexterity in application) and the employee’s innovative behavior, were both high. In addition, there was a statistically positive correlation between the independent variables ((establishing and sustaining organizational vision, dexterity in exploration, dexterity in application) and the employee’s innovative behavior) and the dependent variable (the institutional performance) at (Omantel). The findings also demonstrated that employee’s innovative behavior has a significantly positive effect on the development of institutional performance at (Omantel). Moreover, the study found no statistically significant differences among the study variables attributed to the demographic variables (gender, age, and years of experience) at (Omantel). In light of the findings, this study has come up with several recommendations, the most important of which are: to adopt a system for incentives that stands on clear and objective grounds to reward employees who produce creative ideas that bridge cognitive gaps. It also recommended pursuing an organizational culture that embraces and accommodates novel ideas, gifted people, talents, and creative people to create an added competitive advantage value. In addition, improving the infrastructure, obtaining modern technologies, and allocating financial and human resources to develop the institutional performance of the company under study. Keywords: creative leadership, innovative behavior, institutional performance, Oman Telecommunication Company