EXPLORING THE IMPACT OF CREATIVE SELF-EFFICACY AND TRANSFORMATIONAL LEADERSHIP ON WORK ENGAGEMENT: THE MEDIATING ROLE OF EMPLOYEES’ PERCEPTION OF ARTIFICIAL INTELLIGENCE

Abstract

This study investigates the integrated effects of Creative Self-Efficacy (CSE), Transformational Leadership (TL), and Perception of Artificial Intelligence (PAI) on Work Engagement (WE) in AI-enabled workplaces. Drawing on Social Cognitive Theory (Bandura, 1986) and the Job Demands–Resources (JD-R) model (Bakker & Demerouti, 2017), the study proposes a conceptual framework in which CSE and TL serve as key personal and organizational resources, while PAI functions as a mediating mechanism linking these resources to employee engagement. Data were collected through a self-administered online survey from 270 employees across AI-adopting organizations in sectors including telecommunications, banking, IT, and logistics. Reliability and validity analyses confirmed the consistency of the measurement scales, while correlation and regression analyses revealed significant positive relationships among all constructs. Results indicate that employees with higher creative confidence and those reporting transformational leadership perceive AI more positively, which in turn enhances their work engagement. Moreover, PAI significantly mediates the effects of both CSE and TL on WE, highlighting the central role of technology perception in translating personal and leadership resources into motivated, dedicated, and absorbed work behaviors. The findings offer theoretical contributions by integrating personal, leadership, and technological factors in engagement research and provide practical insights for organizations aiming to foster positive AI perceptions and optimize employee engagement in AI-driven environments.