scholarly journals The impact of ethical leadership on employee creative deviance: the mediating role of job autonomy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaoqin Liu ◽  
Yevhen Baranchenko ◽  
Fansuo An ◽  
Zhibin Lin ◽  
Jie Ma
Keyword(s):  
Ethical Leadership ◽  
Self Efficacy ◽  
Alternative Methods ◽  
Task Completion ◽  
Job Autonomy ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Impact

PurposeThis study aims to explore the impact of ethical leadership on employee creative deviance, with job autonomy as a mediator and creative self-efficacy as a moderator between job autonomy and creative deviance.Design/methodology/approachA survey was developed based on construct measures from the literature. A total of 316 responses were received from employees of information and communication technology companies located in China's Pearl River Delta.FindingsBoth ethical leadership and job autonomy have a positive impact on employee creative deviance; job autonomy plays a mediating role between ethical leadership and creative deviance; creative self-efficacy does not have a significant moderating effect on the job autonomy-creative deviance relationship.Research limitations/implicationsFuture studies could explore the potential moderating role of both job autonomy and creative-self efficacy in the link between ethical leadership and creative deviance.Practical implicationsThis study recommends that organizations should adopt and promote an ethical leadership approach to manage creative deviance at work. Organizations could explore alternative methods of task completion to support the job autonomy for the employees to mitigate the dilemmas associated with creative deviance.Originality/valueThis is one of few studies that examine the impact of ethical leadership on employee's creative deviance, despite the fact that the influence of ethical leadership on the followers has been extensively examined.

scholarly journals The impact of ethical leadership on service innovation behavior

2019 ◽  
Vol 13 (1) ◽  
pp. 73-88 ◽  
Author(s):  
Fahri Özsungur
Keyword(s):  
Ethical Leadership ◽  
Self Efficacy ◽  
Psychological Capital ◽  
Service Innovation ◽  
Service Development ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
Innovation Behavior

Purpose Ethical leadership is at the forefront of what matters in today’s business life and current issues, with a view to making strong moral decisions through bilateral communication. Service innovation behavior is important in terms of individual and institutional actions in the process of producing and implementing new ideas. Investigating the mediating role of psychological capital which consists of self-efficacy, optimism, hope and psychological endurance dimensions, between ethical leadership and service innovation behavior, is a matter to be investigated. This study aims to assess the impact of ethical leadership on service innovation behavior by means of a comprehensive literature review. In this framework, psychological capital forms the scope of researching the mediating role. Design/methodology/approach This study was conducted with 376 blue-collar workers randomly selected from 140 company which were selected from 1,294 joint stock companies among 76,882 companies operating in the province of Adana in Turkey and registered in the Adana Chamber of Commerce, by applying a questionnaire of 40 items. Findings As a result of the factor analysis, 6 items which could not provide reliability were extracted from the scale and the remaining 34 items were distributed in three factors and the validity of the construct validity was measured by the convergence and divergence methods. Construct reliability (CR) values were found to be statistically significant (SRMR: 0.50, RMSEA = 0.058, IFI: 0.955, CFI = 0.97, GFI = 0.96, AGFI = 0.86, TLI = 0.97, χ2/s.d. = 2.264) when it was above 0.7, and the structural equation model determined that the research data and the initially determined model are compatible. Ethical leadership has a significant effect on psychological capital (ß = 0.224, p < 0.001), ethical leadership has a significant effect on innovation (ß = 0.113, p < 0.001), psychological capital was found to have a significant influence on service innovation (ß = 0.965, p < 0.001), and ethical leadership was mediated by psychological capital on service innovation behavior (SIE = 0.235). Research limitations/implications Further research is needed to assess conducting research in enterprises with different cultural characteristics. This paper provides the effectiveness of ethical leadership and psychological capital factors, which are effective in improving employee service innovation behavior and enabling managers to develop human resources strategies in this respect. Practical implications The results provide the impact of ethical leadership on the productivity of employees in the workplace and provide practical benefits in terms of developing innovation-oriented service development behaviors. Social implications The innovative behaviors of the employees enable the development of innovative ideas in social life by contributing to consumer satisfaction and economy. Ethical leadership ensures positive behaviors in the society by ensuring that employees in the workplace develop justice sentiments. Originality/value The mediating role of psychological capital between ethical leadership and service innovation behavior has not been investigated before. In this study, the effects of self-efficacy, optimism, hope and resilience factors were investigated in providing ethical leaders and employees, creating value in the enterprise, and in providing innovation-focused services for employees.

scholarly journals IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEE CREATIVITY: MEDIATING ROLE OF TRUST AND MODERATING ROLE OF CREATIVE SELF EFFICACY

2016 ◽  
Vol 4 (2) ◽  
pp. 65-74
Author(s):  
Sijal Mehmood ◽  
Keyword(s):  
Ethical Leadership ◽  
Self Efficacy ◽  
Employee Creativity ◽  
Mediating Role ◽  
Trust In Leadership ◽  
Private Sector Organizations ◽  
Creative Self ◽  
The Impact ◽  
The Relationship

The current study evaluated the impact of ethical leadership on employee creativity, with the mediating role of trust in leadership, while taking creative self efficacy as the moderator between trust and creativity. The data were collected from the 126 employees working in private sector organizations from Rawalpindi Islamabad region. The findings of the study indicated that ethical leadership is positively and significantly associated with the employee creativity as well as trust; whereas, trust in leadership partially mediates the relationship between the two. Similarly, the results confirmed that creative self-efficacy positively moderates the relationship between trust in leadership and employee creativity. Study implications and recommendations are also discussed.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Job autonomy and employee voice: is work-related self-efficacy a missing link?

2019 ◽  
Vol 57 (9) ◽  
pp. 2401-2413 ◽  
Author(s):  
Alisher Tohirovich Dedahanov ◽  
Changjoon Rhee ◽  
Nazokat Gapurjanova
Keyword(s):  
Self Efficacy ◽  
Design Methodology ◽  
Overall Response Rate ◽  
Employee Voice ◽  
Job Autonomy ◽  
Content Type ◽  
Work Related ◽  
Mediating Role ◽  
Prohibitive Voice

Purpose The purpose of this paper is twofold: first, this work replicates the existing research by examining the links between job autonomy and work-related self-efficacy; and, second, it extends the literature by investigating the relationships between work-related self-efficacy and two forms of voice such as promotive and prohibitive and by measuring the mediating role of self-efficacy on the link between job autonomy and promotive and prohibitive voice. Design/methodology/approach The authors used a self-administered instrument to conduct a survey among 1,227 highly skilled employees. The researchers received a total of 904 questionnaires. After disregarding the non-usable questionnaires, the authors retained 813 questionnaires for the study. The overall response rate was 66 percent. Findings The results suggest that work-related self-efficacy has a significant relationship with prohibitive voice and mediates the link between job autonomy and prohibitive voice. Meanwhile, the findings of this study indicate that there is no significant association between work-related self-efficacy and promotive voice. Originality/value This work is the first to identify the association between work-related self-efficacy and prohibitive voice and the mediating role of work-related self-efficacy on the association between job autonomy and prohibitive voice.

scholarly journals Employee Green Behaviour as a Consequence of Green HRM Practices and Ethical Leadership: The Mediating Role of Green Self Efficacy

2021 ◽  
Vol 7 (3) ◽  
Author(s):  
Muhammad Adnan ◽  
Ayesha Malik ◽  
Zainab Malik ◽  
Maham Malik
Keyword(s):  
Organizational Behavior ◽  
Ethical Leadership ◽  
Self Efficacy ◽  
Sampling Technique ◽  
Mediating Role ◽  
Hrm Practices ◽  
Green Behavior ◽  
Hr Managers ◽  
The Impact

Purpose: According to latest researches, corporate people are becoming more aware of the significance of ecological issues. Since the HR department may play an essential role in being “Green”, GHRM (Green Human Resource Management) has emerged as a vital business strategy for firms. Researchers in Organizational Behavior and Sustainable Development have been concentrating on the role of corporate leaders in promoting Employee Green Behavior (EGB). This study investigates the impact of Green HRM practices and Ethical Leadership on Green Behavior of employees with the mediating role of Green Self-Efficacy. Design/Methodology/Approach: Multilevel data was collected from 250 employees, working as HR managers and Heads of different industries working in Multan and Lahore regions of Pakistan. The study is using convenient sampling technique. Smart PLS-SEM was used for data analysis. Findings: The results shows that Green HRM practices shows positive relationship with Employee Green Behavior and Self-efficacy while Ethical Leadership shows an insignificant relationship with Employee Green Behavior. Furthermore, Self-efficacy demonstrated significant inter-dependent behvior to describe above mentioned relationship. Implications/Originality/Value: The present study can be helpful for HR managers and policy makers to get useful insight on how GHRM can contribute to get employee green behaviors. It strengthens the efficacy of organizational green HRM systems and provides theoretical based analytics to improve GHRM research.

Promoting in-role and extra-role green behavior through ethical leadership: mediating role of green HRM and moderating role of individual green values

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Talat Islam ◽  
Mubbsher Munawar Khan ◽  
Ishfaq Ahmed ◽  
Khalid Mahmood
Keyword(s):  
Ethical Leadership ◽  
Structural Equation ◽  
Equation Modeling ◽  
Time Lags ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
Moderating Role

PurposeHuman misbehaviors are responsible for climate change as they waste resources and pollute water and air that dilapidate the environment. Considering the fact and contributing to the United Nations sustainable development goals of 2019, organizations started focusing their green HRM practices to develop employees' green attitudes and behaviors. This study is an attempt in this direction. It examines the impact of ethical leadership on individuals' green in-role and extra-role behaviors with the mediating role of green HRM practices and the moderating role of individual green values.Design/methodology/approachThe study collected data from 645 MBA executive students working in various manufacturing industries with at least one year of experience. The data were collected using a questionnaire-based survey in two-time lags.FindingsHypothesized relationships are tested through structural equation modeling. Findings reflected a significant impact of ethical leadership on green HRM practices, in-role, and extra-role green behaviors. Besides, green HRM practices mediated the relationship between ethical leadership and both types of green behaviors. Furthermore, it was observed that the individual green values strengthened the association between green HRM practices and both types of green behaviors.Research limitations/implicationsA cross-sectional design with time lags was used to avoid common method bias. The findings of the study contribute to supply-value-fit theory and validate the scale of individual green value.Practical implicationsThis study guides management that employees only perceive their organizational practices as green when they find their leaders are ethical. Further, considering individual green values in the recruitment process can help organizations accomplishing their green goals.Originality/valueThis study is novel in examining the mediating role of green HRM practices between ethical leadership and green behaviors. Further, the analysis not only validates the scale of individual green values but also noted its moderating role between green HRM and green behaviors.

Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bushra Zainab ◽  
Waqar Akbar ◽  
Faiza Siddiqui
Keyword(s):  
Transformational Leadership ◽  
Self Efficacy ◽  
Partial Least Square ◽  
Communication Policy ◽  
Content Type ◽  
Openness To Change ◽  
Mediating Role ◽  
Positive Effects ◽  
The Impact

PurposeThis study investigates the impact of transformational leadership and transparent communication on employees' openness to change with the mediating role of employee organization trust and moderating effects of change-related self-efficacy.Design/methodology/approachA sample of 260 employees from banking sector of Pakistan through self-administrated questionnaire participated in this study and the data was analysed through partial least square structural equation modelling (PLS-SEM).FindingsThe results reveal that transformational leadership and transparent communication help to create trust among employees of the organization which ultimately have positive effects on employee openness to change. Further, the results suggest that the presence of change-related self-efficacy significantly moderates relation between the transformational leadership and employee openness to change. However, change self-efficacy does not change the relationship between transparent communication and employee openness to change.Research limitations/implicationsThis study contributes to change management literature and helps organizations to understand the importance of employees and their positive behaviour during change.Practical implicationsThe researcher provides the guidelines for employers to craft change communication policy during the change implementation phase.Originality/valueThis study tests a mediating role of employee organization trust and moderating role of change-related self-efficacy in relation with transformational leadership and transparent communication on employees' openness to change which had not been tested theoretically and empirically in the context of Pakistan.

Predicting entrepreneurial intentions through self-efficacy, family support, and regret

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ishfaq Ahmed ◽  
Talat Islam ◽  
Ahmad Usman
Keyword(s):  
Family Support ◽  
Self Efficacy ◽  
Entrepreneurial Intentions ◽  
Basic Premise ◽  
Content Type ◽  
Mediating Role ◽  
Entrepreneurial Activities ◽  
Internal And External Factors ◽  
The Impact

Purpose Entrepreneurial activities are the outcome of various individual dispositional and environmental factors. Taking both internal and external factors as the basic premise of venturing, this study aims to investigate the impact of entrepreneurial self-efficacy on intentions through the mediating role of regret and moderation of family support. Design/methodology/approach Data was collected through a questionnaire from 435 students of three large public sector universities at two points of time with an interval of four months. Findings Self-efficacy influences entrepreneurial intentions through regret, while the absence of family support increases regret. As the family support is often perceived to be absent in the Pakistani entrepreneurial culture, the outcomes are distinctive. Originality/value These findings add value in the existing literature by linking family support, self-efficacy and regret association, and their ultimate influence on entrepreneurial intentions.

Does entrepreneurial leadership encourage innovation work behavior? The mediating role of creative self-efficacy and support for innovation

2020 ◽  
Vol 24 (1) ◽  
pp. 1-22 ◽  
Author(s):  
Morteza Akbari ◽  
Afsaneh Bagheri ◽  
Saheb Imani ◽  
Mohammad Asadnezhad
Keyword(s):  
Self Efficacy ◽  
High Technology ◽  
Work Behavior ◽  
Medium Size ◽  
Entrepreneurial Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Support For Innovation ◽  
Creative Self

PurposeThe crucial importance of innovation leadership for high technology small and medium-size enterprises (SMEs) has been suggested in the literature. However, few studies empirically examined the impact of leadership style on innovation work behavior (IWB) of employees in the context of SMEs. Furthermore, our knowledge is limited about how leaders of high technology SMEs influence the IWB of their employees. The present study explores the effect of entrepreneurial leadership on IWB of employees and introduces creative self-efficacy and support for innovation as the mechanisms through which the leaders encourage their employees' IWB in information and communications technology (ICT) SMEs in Iran.Design/methodology/approachThe sample was selected from high technology ICT SMEs using the simple random sampling method and included 175 CEOs and owner-managers of the businesses. We used validated questionnaires to test the hypothesized relationships between entrepreneurial leadership, IWB, creative self-efficacy and support for innovation.FindingsThe findings show that entrepreneurial leadership has a significant and positive impact on IWB of employees in ICT SMEs. Furthermore, employees’ creative self-efficacy and leaders’ support for innovation mediate the relationship between entrepreneurial leadership and IWB. Implications of the results and suggestions for developing IWB among the employees of high technology SMEs are suggested.Originality/valueThe study makes important contributions to both entrepreneurial leadership and the innovation behavior literature and theory development specifically in high technology SMEs in the transitioning economy of Iran. The findings also contribute to the existing empirical studies on how entrepreneurial leadership affects IWB of employees by examining the mediating role of creative self-efficacy and support for innovation and in the settings of ICT high technology SMEs.

Ethical leadership, work engagement, and voice behavior

2014 ◽  
Vol 114 (5) ◽  
pp. 817-831 ◽  
Author(s):  
Jen-Wei Cheng ◽  
Shu-Ching Chang ◽  
Jyh-Huei Kuo ◽  
Yu-Ha Cheung
Keyword(s):  
Work Engagement ◽  
Ethical Leadership ◽  
Regulatory Focus ◽  
Economic Research ◽  
Voice Behavior ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose – The purpose of this paper is to draw on ethical leadership and regulatory focus theory perspectives to examine the mediating role of work engagement in the relationship between ethical leadership and voice behavior, and it addresses the moderating effect of promotion focus on the relationship between ethical leadership and work engagement. Design/methodology/approach – The paper uses a sample of 239 supervisor-subordinate dyads collected from a large economic research institution in northern Taiwan to test all hypotheses. Findings – The paper finds that ethical leadership facilitates subordinates to engage in their work and encourages subordinates to speak up. This study also reveals a positive relationship between ethical leadership and work engagement that is moderated by the subordinate's self-regulatory focus, which is driven by a focus on promotion. Originality/value – The paper extends ethical leadership theory by considering that work engagement serves as a cognitive motivational underpinning in support of the link between ethical leadership and voice behavior. The results provide new and deeper insights in explaining the impact of ethical leadership on voice behavior by strengthening the mediating role of work engagement.

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