MILLENNIAL GENERATION CREATIVITY IN NON-ROUTINE WORK: THE ROLE OF TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL IDENTIFICATION

Abstract

Many Millennials are already working in non-routine jobs with little standardization and high level of repetition. So that the demands for creativity also become very high. This raises the question of “How in this millennial era a worker can do non-routine jobs activities and develop their creativity?”, which in other social processes is also very influential on creativity. Therefore, the purpose of this paper is to re-examine the relationship of a transformational leader to creativity in non-routine jobs which will have an impact if it is strengthened by organizational identification. Because some workers of organizational groups tend to evaluate and promote ideas as more creative ideas, which are in line with a shared understanding of creativity in organizations. In this study, we calculated a mediated moderation model with 176 millennial workers from private companies and services located in Jakarta. The data were analyzed using the Structural Equation Model (SEM) method using SmartPLS 3.0. The results confirm our hypothesis that organizational identification can mediate transformational leadership in encouraging millennial workers, when they use less restrictive time to do non-routine jobs, so that they can develop creativity. Although there are still some weaknesses, transformational leadership still has a positive impact on creativity through work motivation in their group's social identity.