By focusing on the interplay between change leadership, knowledge sharing, and employee creativity, this study addresses a critical gap in the literature, particularly in the context of knowledge-intensive firms. The exchange and utilization of knowledge are paramount for the sustained success of such firms. This study delves into the intricate interplay between change leadership, knowledge sharing, and employee creativity amidst digital transformation initiatives. Rooted in the resource-based view theory of the firm (RBV) and knowledge-based view (KBV) theories, our research employs a descriptive survey research design to unravel these dynamics. We investigate how change leadership influences both tacit and explicit knowledge sharing among employees. Furthermore, we explore the repercussions of these knowledge-sharing mechanisms on employee creative performance. By discerning between tacit and explicit knowledge sharing—encompassing experiential, context-dependent knowledge transfer and the dissemination of codified information, respectively—we aim to illuminate their distinct impacts on fostering creativity within the workforce. Empirically, we distribute questionnaires among employees in knowledge-intensive firms and subject the gathered data to statistical analyses to unveil underlying patterns, correlations, and causal relationships. Our findings aspire to furnish academia and practitioners with valuable insights into how change leadership shapes knowledge sharing and, consequently, how varied forms of knowledge sharing contribute to amplifying employee creative performance in knowledge-intensive settings. Ultimately, the implications of our study stand to inform leadership practices and organizational strategies, fostering a culture of innovation and collaboration within knowledge-intensive firms.