Creative Leadership as an Effective Approach to Enhancing Knowledge Management and Corporate creativity "A Case Study of the Libyan Chemical Industries Company/Tripoli"

Abstract

This study seeks to explore the role of creative leadership in enhancing knowledge management and corporate creativity within Libyan industrial organizations, with a focus on the chemical industry. While local evidence confirms a positive relationship between knowledge management practices and performance excellence (Issa, 2022 ; Amhani, 2022), it has not directly linked creative leadership styles to innovation outcomes in technical production environments. In contrast, international studies highlight measurable effects of creative leadership through indicators such as implemented improvement ideas, development cycle length, and quality and cost metrics (Vandavasi et al., 2020 ; Strobel et al., 2025).

This study aims to bridge the knowledge gap by examining how creative leadership can enhance knowledge management and corporate creativity in Libyan industrial organizations. It contributes to the literature by providing evidence from a relatively underexplored Arab industrial environment and offering a practical framework applicable to local contexts. A descriptive and inferential approach was adopted, with a random sample of 218 respondents selected from among the employees and administrative leaders of the Libyan Chemical Industries Company in Tripoli, out of a total of 500 respondents. Data were collected via a structured questionnaire, which served as the research instrument, and analyzed using SPSS software.

The study concluded that there is a strong positive relationship between creative leadership and knowledge management, a finding confirmed by correlation analysis. It was found that leaders adopt creative approaches that foster knowledge environments, thereby supporting corporate creativity and improving performance. Multiple regression analysis showed that all dimensions of creative leadership have statistically significant effects at the 0.05 level. Among these dimensions, encouraging experimentation and supporting risk-taking emerged as the most influential on both dependent variables knowledge management and corporate creativity.