The Moderating Effect of Innovative Climate in the Relationship between Ethical Leadership and Creativity

2021 ◽  
Vol 18 (4) ◽  
pp. 33-53
Author(s):  
Jun Ho Lee
Keyword(s):  
Ethical Leadership ◽  
Moderating Effect ◽  
Innovative Climate ◽  
The Relationship

scholarly journals Relationship between Extraversion and Employees’ Innovative Behavior and Moderating Effect of Organizational Innovative Climate

2020 ◽  
Author(s):  
AISDL
Keyword(s):  
Factor Model ◽  
Five Factor Model ◽  
Moderating Effect ◽  
Innovative Behavior ◽  
Five Dimensions ◽  
Innovative Climate ◽  
Research Findings ◽  
Resource Support ◽  
The Relationship ◽  
Positive Effect

This paper aims to clarify the relationship between extraversion and employees’ innovative and disclose the moderating effect of organizational innovative climate on that relationship. To this end, 300 employees were selected from various enterprises in three Chinese cities, and subjected to a questionnaire survey based on the five factor model (FFM) and 5-point Likert scale. Through statistical regressions, the author explored the effects of extraversion and organizational innovative climate have on employees’ innovative behavior. Then, the organizational innovative climate was divided into five dimensions, and the feature activation theory was implemented to reveal the moderating effect of each dimension on relationship between extraversion and employees’ innovation. Through the above analysis, it is concluded that extraversion has a positive effect on employees’ innovative behavior; the five dimensions of organizational innovative climate all exert a positive effect on employees’ innovative behavior; the resource support in organizational innovative climate has a moderating effect on the relationship between extraversion and employees’ innovation. The research findings shed new light on the improvement of organizational innovative and the construction of an innovative country.

How and when the effect of ethical leadership occurs? A multilevel analysis in the Chinese hospitality industry

2014 ◽  
Vol 26 (6) ◽  
pp. 974-1001 ◽  
Author(s):  
Qianqian Qin ◽  
Biyan Wen ◽  
Qian Ling ◽  
Sinian Zhou ◽  
Mengshi Tong
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Ethical Leadership ◽  
Work Attitudes ◽  
Moderating Effect ◽  
Moderating Effects ◽  
Content Type ◽  
Hospitality And Tourism ◽  
Employee Work Engagement ◽  
The Relationship

Purpose – This study aims to examine the mechanism of action of ethical leadership by testing the direct and indirect effects of ethical leadership on employee work outcomes (i.e. individual job satisfaction, work engagement and customer-oriented behavior) and the moderating effects of group job satisfaction on the relationship between ethical leadership and its consequences. Design/methodology/approach – A hierarchical linear model is used. The valid sample is composed of 285 front-line service personnel in 56 work groups from five hotels and five golf clubs in South China. Findings – Results indicate that group job satisfaction has a significant moderating effect on the relationship between ethical leadership and employee work engagement. That is, compared with that in groups with high job satisfaction, the relationship between ethical leadership and employee work engagement is significantly more positive in groups with low job satisfaction. Employee work attitudes (including individual job satisfaction and work engagement) mediate the effect of ethical leadership on employee customer-oriented behavior. Research limitations/implications – The main limitations are as follows. First, some of the reported relationships may be affected by common method bias, as our study collected data from a single source. Second, whether the findings can be generalized to other industries in other countries remains unknown. Third, as the current study is based on a cross-sectional design, establishing causality is difficult among the study variables. Practical implications – The findings show that the managers in hospitality and tourism companies should adopt ethical leadership to enhance employee customer-oriented behavior by improving positive work attitudes. At the same time, hospitality and tourism companies should improve group job satisfaction as a substitute for ethical leadership in the absence of ethical leadership. Originality/value – A key contribution of this research is demonstrating how and when the effects of ethical leadership occur by analyzing the mediating and moderating effects in the same study. This study systematically examines the mediating effect of employee work attitudes on the influence of ethical leadership on employee work behavior and discusses the moderating effect of the group-level variable. The findings extend ethical leadership theory and make a contribution to the existing research on discussing the substitutes for the leadership model.

How does ethical leadership boost follower's creativity? Examining mediation and moderation mechanisms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Muhammad Ali Asadullah ◽  
Wang Qun ◽  
Sahar Khadim
Keyword(s):  
Ethical Leadership ◽  
Psychological Empowerment ◽  
Voice Behavior ◽  
Employee Creativity ◽  
Content Type ◽  
Creative Behavior ◽  
Innovative Climate ◽  
The Relationship ◽  
Moderating Role

PurposeThe main purpose of this study is to investigate the mechanism through voice behavior mediates the relationship between ethical leadership and employees' creativity. This study also examines the moderating role of psychological empowerment and innovative climate between ethical leadership and employee creativity.Design/methodology/approachWe used a survey questionnaire to collect multi-wave data from 295 employees working in the IT sector to test the proposed hypotheses of this study.FindingsThe findings revealed that ethical leadership boosts employee creativity, and voice behavior mediates the positive relationship between ethical leadership and employee creativity. Moreover, the results confirm the significant moderating role of psychological empowerment on the relationship between ethical leadership and voice behavior. A positive moderation of innovative climate was also confirmed in the association between voice behavior and creativity. Employees with supportive innovative climate adopt creative behavior when they can voice their concerns freely.Practical implicationsEthical leadership is a vital tool for fostering employee's creativity by providing autonomy to raise their voice at the workplace in the emerging markets.Originality/valueThis is one of the leading researches to emphasize the role of ethical leadership for employee creativity, and the key contribution is to discover voice as a potential mediator for ethical leadership and an innovative climate as a potential moderator in the relationship between voice behavior and employee creativity.

Reinforcing Moral Disengagement in the Relationship of Ethical Leadership on Employee Task Performance

2021 ◽  
Vol 9 (2) ◽  
pp. 175-188
Author(s):  
Surya Mutiara Saragih ◽  
Andi Ina Yustina ◽  
Christine Novita Dewi
Keyword(s):  
Task Performance ◽  
Ethical Leadership ◽  
Moral Disengagement ◽  
Moderating Effect ◽  
Process Data ◽  
Web Based ◽  
Relationship Of ◽  
The Relationship ◽  
And Task

This study analyzes the relationship between ethical leadership and task performance and the moderating effect of moral disengagement. The data in this study were 244 respondents who were taken by conducting a web-based questionnaire for employees in various industries in Indonesia. To process data and test hypotheses, researchers used the SEM-PLS approach. This study found that ethical leadership influences employee task performance. However, the relationship between ethical leadership and employee task performance was found to be positive and significant. This study also found that moral disengagement has a moderating effect, strengthening the relationship between ethical leadership and task performance.

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