Author(s): Yaser Issa Mahmoud Momani
This study aimed to identify the effect of leadership patterns on stimulating administrative creativity in the official Jordanian telecommunications companies (Umniah, Orange and Zain) in Jordan, and to achieve the objectives of the study, a descriptive analytical approach was used, where the study community was formed from the administrative staff of Jordanian telecommunications companies (Umniah, Orange and Zain) ), their number are (3865) employees, and the study questionnaire was designed and distributed to the study sample that was withdrawn in a simple random way, where the number of sample individuals reached (387) employees, and (353) valid questionnaires for analysis were retrieved, representing (91%) from the study sample. Several results have been reached, the most prominent are: The existence of a statistically significant effect of leadership patterns (autocratic leadership pattern, transactional leadership pattern, reciprocal leadership pattern) on stimulating administrative creativity with its combined elements (originality, flexibility) among workers in Jordanian telecommunications companies (Umniah, Orange, and Zain). There are no statistically significant differences about the study variables (autocratic leadership pattern, transactional leadership pattern, reciprocal leadership pattern) due to demographic variables (gender, age, academic qualification, years of experience at the university, length of service with the direct official, job title). The study concluded by presenting a number of recommendations, the most importantly are: Work to enhance the practice of the reciprocal leadership pattern and the transactional leadership pattern, by encouraging workers to invest their creative abilities and their participation in the decision-making process, and to work on allocating rewards to creative and idealistic workers, in order to encourage them to take the initiative, and from in order to explode their creative abilities and increase their motivation, as well as work to develop material and moral plans and programs that will raise the level of employee engagement with universities and their loyalty to them to ensure their continuity in work in the long term, and the need to develop and develop creative behavior among workers, and encourage innovative ideas that contribute to solving problems and providing alternatives.