Diversity-oriented leadership and employee creativity: the role of knowledge sharing and openness to experience

Purpose This study aims to examine the unexplored relationship between diversity-oriented leadership and employee creativity. Drawing on the ability–motivation–opportunity (AMO) framework and the social learning theory, this study conceptualizes diversity-oriented leadership as an opportunity-enhancing element, knowledge sharing as the process through which learning occurs and openness to experience as a motivational driver of creativity. Design/methodology/approach Data for this study came from 329 full-time workers in Vietnamese information technology companies. Hypotheses were tested by using structural equation modeling. Findings The findings demonstrated that diversity-oriented leadership enhanced employee creativity both directly and indirectly through knowledge sharing. Additionally, the association between diversity-oriented leadership and employee creativity was moderated by openness experience. Originality/value To the best of the authors’ knowledge, this study is among the first to investigate the impact of diversity-oriented leadership on employee creativity. This study also explores how knowledge sharing connects diversity-oriented leadership with employee creativity. Lastly, this study offers further evidence that openness to experience strengthens the impact of diversity-oriented leadership on employee creativity.