A number of researches conducted in past focused on the relationship between leadership style like (transformational leadership, supportive leadership,

democratic leadership etc.) and employee creativity (Amabile et al., 2004; Tierney & Farmer, 2002, 2004; Zhou & George, 2003). All of these researches focus on leadership traits and hence fail to consider the emerging form of leadership known as empowering leadership instead of leader behaviors and leader member exchange theories, which were used in previous researches. This study focuses on this gap and uniquely modeled a relationship between empowerment leadership and creativity in the organization. Along with this general relationship, this study focuses on intervening variables like creative process engagement, creativity and intrinsic motivation (ZHANG & BARTOL, 2010). Along with this contribution to the research, this study identifies the impact of leader empowerment role identity on raising the impact of employee psychological empowerment, which in turn raises the intrinsic motivation of the employee. The rise in intrinsic motivation boost the morale of the employees that result in the creative process engagement and the overall result will be the rise in the creativity of the employees in the organization. This is the main contribution of this article to the literature and hence is the main reason of publication of this article.