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Purpose: SMEs are a vital sector of the Jordanian economy and effective leadership was very large. The aim of this paper is to investigate the relationship between leadership styles,succession, and creative behaviour in Jordanian medium and small companies.
Design/methodology/approach: Data has been collected from employees in medium and small companies in Jordan using the stratified random sampling method to distribute the questionnaire to employees in 28 companies, 460 questionnaires have been distributed, the validity and reliability of the questionnaire items were verified through a set of statistical tests on the Smart-PLS program (third version), where the internal consistency between items was calculated through the value of the Cronbach alpha variable Research, Practical & Social implications: The organization should develop its human resources and preserve them. That is why business organizations started practising employment succession and planning for it to build leadership and competency capable of managing the organization and achieve its goals efficiently and adequately.
Findings: The results reveal that both transformational leadership style and transactional leadership style have an effective role in job succession and creative behaviour.
Originality/value: The results confirm the existence of an important and direct relationship between both leadership styles and creative behaviour and that, indirectly through creative behaviour in general, the relationship between transformational leadership and creative behaviour is stronger than the relationship between transactional leadership and the creative behaviour of employees with the presence of succession as a mediating variable in both models. The research results provide valuable insights for managers to invest in succession and enhance creative behaviour in their organizations.
