Conclusion

Quite a few contributions to the literature were achieved in this research. First of all we have built and tested a model which includes the impact of authentic leadership on employee creativity in the presence of work engagement and psychological empowerment as mediators. Leaders and managers should consider these findings to achieve preferred results and optimistic attitude from their employees. Different training programs need to be developed to enhance authenticity in leaders and managers in order to get maximum creativity from the employees. Furthermore, the results revealed that work engagement is a significant mediator in the association between authentic leadership and employee creativity. Authentic leaders can enhance the level of creativity in employees by influencing their work engagement levels. As it was evident from results, that employees who work under authentic leaders had high levels of work engagement. Therefore, to elevate the work engagement level of employee different HR activities should be considered and applied in organizations. Psychological empowerment was partially mediating the relation between authentic leadership and employee creativity, so it can be inferred that a more psychologically empowered employee will be more creative as compared to less empowered employee. Hence, different steps should be taken in different project-based organizations to make their employees more empowered.