Team Creativity

The purpose of the research is to analyze the effects of ethical leadership and organizational politics on individual and team creativity, focusing on the mediating role of knowledge hiding. The study is a descriptive-correlational survey and is applied in terms of purpose. The statistical population included employees of selected public organizations in the Eqlid County, totaling 950 individuals. 270 individuals were selected using a non-probability convenience sampling method based on the rule of thumb for SEM as the sample. To collect data, the following measures were used: Brown's et al. (2005) Ethical Leadership scale, the Organizational Politics scale by Kacmar and Carlson (1997), the Knowledge Hiding scale by Serenko and Bontis (2016), the Individual Creativity scale by Zhou and George (2001), and the Hanke's (2006) Team Creativity scale. The validity of scales was confirmed using the content validity, and the reliability was examined using Cronbach's alpha, yielding values of 0.89 for the Ethical Leadership, 0.82 for the Organizational Politics, 0.92 for the Knowledge Hiding, 0.87 for the Individual Creativity, and 0.85 for the Team Creativity. For data analysis, SEM and the AMOS software were used. The results of the study fitted the research model, indicating that ethical leadership and organizational politics have a significant negative impact on knowledge hiding. Additionally, knowledge hiding has a significant negative effect on both individual and team creativity of employees. By reducing knowledge hiding behaviors through ethical leadership and organizational politics, the level of creativity among employees at both individual and team levels increases.