English abstract
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
