Khalid Mohammed Ahmed Al SadiMohammad Nashief s. DisomimbaKalsom Binti Ali2024-05-282024-05-2820222023-2-72411-183Xhttp://ijasos.ocerintjournals.org/en/pub/issue/73293/1225297https://oarep.usim.edu.my/handle/123456789/7579Volume 8, Issue 24 (page: 699 - 721)This quantitative study aimed to discuss the relationship between knowledge management, transformational leadership, and administrative creativity for civil servants in the government sector in North Al Batinah. The descriptive analytical method was used. The study population consisted of all government job occupants, whose number was (23,781). The researcher chose a stratified random sample, which included various administrative leaders. The sample amounted to (378) individuals. The researcher designed the study scale, according to the five-point Likert scale, which consisted of (58) statements distributed in three axes. The statistical package for the social sciences (SPSS), the (AMOS) program and the structural equation modeling (SEM) were used to analyze the data. The results indicated that there is a positive and direct impact of knowledge management processes on administrative creativity, at a level of significance less than (0,01). And the independent variable (knowledge management processes) explains (14.1%) of the total change in the dependent variable (administrative creativity). There is a positive and direct impact of knowledge management processes on transformational leadership, with a significance level less than (0,01). By (38.3%) in the mediating variable (transformational leadership). There is a positive and direct impact of transformational leadership on administrative creativity, with a significance level less than (0,01). And that the mediating variable (transformational leadership) explains (20.5%) of the total change in the dependent variable (administrative creativity).otherknowledge management, transformational leadership, administrative creativityArticle669721824