Editorial on the Research Topic Creative Organization Development through Leadership The influence of leadership has permeated human history for thousands of years, although systematic research on leadership started in the 20th century. Leadership studies, which manifested itself with the trait theory, continued with behavioral and contingency approaches, and the perspective towards leadership was mostly shaped by these theories until the 1980s. However, some scientists began to question the usefulness of the concept of leadership and thought that leadership studies became boring due to the aforementioned limited approaches (Hoy it can also occur when formal leaders engage in informal behaviors beyond their official responsibilities. For example, Sparrowe and Liden (2005) discovered that through informal activities, such as a luncheon or a social event, leaders may share valuable contacts in their informal networks by introducing them to their followers. For this reason, leadership now refers to a social influence process in which leaders attempt to motivate and enable followers to contribute toward achieving collective goals (Bass, 1985 Yukl, 2002). In this context, it is clear that leadership play an important role in an organization's development and sustainability, including educational organizations need creative leaders. For this reason, this special issue aims to address creativity and leadership in education. Thereby, this issue will draw attention to the contemporary term "creative leadership" and contribute to educational fields by means of exploring the relationship between creativity and leadership. Creativity is developed by guiding rather than being taught. For this, environments that allow rich and diverse experiences should be designed (Vural, Titrek, Bayrakci, Sezen, 2024) and leadership affect lots of different issues in the organizations such as emotions (Goleman et al, 2002 Batool, 2013; George, 2000; employees with high expected trust but low perceived trust resorted to selfish strategies, while employees with low expected trust but high perceived trust exhibited stronger prosocial tendencies. Furthermore, Wang et al. investigated the relationship between error management climate, psychological safety, and employee piracy through the moderating role of risk-taking characteristics in organizations. The results show that error management environment has a significant positive effect on employees' piracy innovation behaviors; psychological safety plays a mediating role between error management environment and piracy innovation behaviors; and risk-taking characteristics play a moderating role in the relationship between psychological safety and employees' piracy innovation behaviors. Zhang et al investigated the mediating role of perceived organizational support and organizational identification in increasing job commitment through leader tolerance. They found that leader tolerance significantly increased employees' job commitment and confirmed the mediating roles of perceived organizational support and organizational identification in the relationship between job commitment. Erden investigated the impact of teachers' psychological capital on the quality of work life based on the mediating effect of emotions. The mediating role of emotions in the relationship between teachers' psychological capital and perceptions of quality of work life was fully supported, and he found a significant correlation between their psychological capital, perceptions of quality of work life, and emotions. Psychological capital was found to have a significant and positive impact on both emotions and perceptions of quality of work life. In several studies featured in this special issue, the significance of digital transformation for organizational innovation is underlined. For instance, Sibassaha, Pea-Assounga, and Bambi investigated the impact of digital transformation on employees' innovative behaviors in Brazil, examining the moderating roles of organizational culture and leadership styles. Their findings emphasize that the ability to cope with challenges and the presence of organizational cultural support play a crucial role in facilitating the influence of digital transformation on innovation. Notably, they also demonstrate that higher levels of transformational leadership do not necessarily enhance innovation in organizations undergoing digital transformation—an observation of considerable theoretical value. Similarly, Li et al. showed that digital leadership is associated with more favorable shifts in the emotional commitment of younger employees. They further argue that employee empowerment and voice behaviors mediate this relationship, creating a chain-mediating mechanism between digital leadership and emotional commitment. Along the same lines, Chen, Du, and Wang revealed that managerial cognition exerts a significant positive effect on innovation performance; moreover, compositional capability mediates this link, while the updating of organizational routines strengthens the positive association between managerial cognition and compositional capability. Other contributions have examined organizational innovation through the lenses of leadership and conflict. Wang and Duan, for example, analyzed intergenerational diversity and team innovation by considering the roles of conflict and shared leadership. Their results indicate that generational diversity predicts both cognitive and affective conflict, which exert opposing influences on team innovation. Shared leadership strengthens the positive relationship between cognitive conflict and team innovation, thereby enhancing the indirect effect of intergenerational diversity. However, it was found to have no significant impact on the link between affective conflict and team innovation. In a related study, Liu et al. explored how team reflexivity affects employees' feedback-seeking behaviors. They report that shared mental models mitigate the effect of team reflexivity on transactive memory systems (TMS). These findings suggest that recognizing the roles of reflexivity, TMS, and shared mental models can help organizations design more effective strategies to encourage feedback-seeking behaviors among employees. In the context of hybrid work, Kim and Yoon examined the impact of empowering leadership on adaptive performance in Korea, focusing on the serial mediating effects of knowledge sharing and employee agility. Their results confirm that empowering leadership positively influences adaptive performance and that knowledge sharing and agility partially mediate this relationship. The special issue also features studies that investigate the interplay between intra-school relations and leadership. Kaya analyzed the mediating effects of professional resilience and job satisfaction in the relationship between transformational leadership and teachers' creativity. The findings reveal that transformational leadership significantly predicts job satisfaction and professional resilience, though it does not have a statistically significant direct effect on creativity. Nonetheless, professional resilience mediates the link between transformational leadership and creativity. Taken together, these results suggest that the prevalence of transformational leadership in schools may enhance both teachers' resilience and their creative potential. Kandemir examined the mediating role of school effectiveness in the relationship between transformational leadership and workplace exclusion. The study shows that both school effectiveness and transformational leadership exert significant negative effects on workplace exclusion, with school effectiveness mediating this relationship. Practical recommendations include offering in-service training on transformational leadership and school effectiveness for administrators, as well as providing teachers with opportunities for professional development and participation in decision-making, thereby helping to reduce workplace exclusion. Similarly, Dere highlighted that the development of STEM intelligence and the acquisition of scientific attitudes positively influence student motivation in higher education. The findings further indicate that female students hold more favorable attitudes toward scientific research. As positive attitudes toward research and researchers increase, so too does motivation for STEM. Improvements across verbal-linguistic, logical-mathematical, spatial, interpersonal, intrapersonal, and naturalistic intelligences were also found to contribute to these positive attitudes, thereby enhancing STEM motivation. Finally, the literature also reveals conceptual intersections between organizational leadership and women's leadership. Some authors have therefore turned their attention to this dimension. Vadillo et al. developed an index to measure gender-focused investment practices within organizations, proposing and validating an instrument designed to capture multiple dimensions of gender-lens investing (GLI) from both academic and practitioner perspectives. Likewise, Eratlı Şirin and Öz identified gender-based negative experiences in organizational contexts, noting that female observers are disproportionately subject to the glass ceiling compared with their male counterparts. They recommend the implementation of positive organizational discrimination measures in the selection of football observers to address this imbalance. Conclusion Based on specil issue papers, it can be stated that there is a relationship between leadership and creativity, and it has been scientifically demonstrated that this relationship plays an important role in the development of organizational culture and its organizational behavior. Furthermore, it is understood that the topic is related to employees emotions towards organizations espicially trust is key factor to develop positive organizational physchology. Moreover, ethical climate also supporting innovation, organizational identification, healing etc in organizational behavior and culture. Nowadays, leadership need creative thinking and an atmosphere that combines with ethical leadership. In addition digitalization has started to affect organizational leadership and physcholog nowadays. Oranizational leadership is related to all behavior and cultural topics suh as innovative behavior, creativity, employe outcomes, organizational commitment, team reflexity, social support, inclusion, sustainability, team building, developmental feedback, motivation, emotional intelligence, work engagement, organizational quality, organizational identification, emotions, psychological safety, social support, life satisfaction, job satisfaction, perceived power, ethical behaviour, professional development, school health, employee outcome, physchological safety, change, safety, commitment are effective concepts in emotion management, emotional intelligence and the management of managers in organizations are so effective behavour in the organizations When employees experience positive emotions, such as happiness, love, and respect, they are motivated to discard time-tested or automatic (everyday) behavioral scripts in favour of novel, creative, and often unscripted paths of thought and action. Therefore, a leader's ethical behavior that puts employees' needs and well-being first, making them feel respected and accepted, will strengthen employee-leader relationships and create a positive organizational climate. From these study results, we understood that creativity, ethical behavior and atmosphere, emotions and trust in organization and leadership /new leadership types having to much correlations eachother. Furthermore, based on results we ca say that leadership, creativity and ethical behaviors affect school culture and transformational organization behaviour in schools and effective organizational leadership. As a result we can claim that creativity at organizations and schools is so important and also affects leadership behavior educational institutes organizational culture and physchology. Moreover, managers and organizational leaders have to focus on developing a creative and innovative organizational culture combined to ethical atmosphere. Finally, leaders' motivation and dedication inspire team transformation and adaptability. Thus, these leadership competencies are instrumental in sustaining a competitive edge and driving organizational growth amidst a dynamic business environment, organizations and effecting education process in schools.
Titrek et al. (Tue,) studied this question.