How Work Overload Strengthens the Creative Impact of Transformational Leadership and Initiative

What is it about?

This study investigates how transformational leadership and initiative taking interact to foster employee creativity, and how these relationships are strengthened under conditions of work overload. Drawing on Conservation of Resources (COR) theory, it proposes that demanding workloads, rather than simply depleting energy, can amplify the motivational impact of leadership and initiative when employees have sufficient psychological and social resources. In other words, pressure can become a catalyst for innovation—if guided by the right leadership and proactive behavior. The findings show that transformational leadership—through inspiration, vision, and individualized support—motivates employees to take initiative and explore new approaches, which enhances creativity. Notably, work overload strengthens these effects. Under high demands, employees respond more strongly to transformational leadership, channeling strain into constructive action. Instead of hindering creativity, overload can amplify motivation, driving employees to invest energy in innovation and problem solving. By highlighting the energizing potential of challenge demands, this research reframes work overload as not merely a stressor but a contextual enhancer of leadership effectiveness and creativity. Organizations that cultivate transformational leaders and foster initiative among employees can therefore convert workplace pressure into a productive, innovation-driving force—turning strain into a stimulus for learning, adaptation, and growth.

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Photo by Christina @ wocintechchat.com on Unsplash

Photo by Christina @ wocintechchat.com on Unsplash

Why is it important?

This study is unique in showing that work overload strengthens, rather than weakens, the positive chain from transformational leadership to initiative taking to creativity. It advances COR theory by illustrating how resource investment under pressure can create gain spirals—where employees facing high demands leverage leadership and initiative to generate new resources through creative effort. The findings move beyond the traditional view of overload as purely destructive, emphasizing its potential to magnify motivational and cognitive engagement. It is also timely, as modern work environments are increasingly characterized by intense demands, rapid change, and innovation pressure. In high-velocity economies such as Singapore, understanding how to harness workload intensity for creative outcomes is crucial. The study’s insights guide organizations toward developing leadership practices that channel strain into strength—empowering employees to thrive creatively even when their workloads are heavy and expectations high.