Abstract
Based on the social exchange theory, the aim of this study is to investigate the direct and indirect influence of ethical leadership on employee innovative work behavior, examining the intervening role of individual variables such as thriving at work and attitudes towards performing well in this relationship. The data was collected using self-reporting survey questionnaires by using a multi-source and cross-sectional study design with service sector employees from two different samples: the U.K. and Pakistan. The findings supported the hypothesized model, where direct and dual mediation were tested. The results extend our understanding as to how positive attitude and psychological states together create positive feelings in employees and enhance their capacity for creative thinking and implementations of new ideas.
Highlights
At the present time, ethical leaders have gained special interest in both academic and business communities configuring an independent and relatively new leadership style [1,2] that promotes support to employees improving their productivity [3]
We carried out a confirmatory factor analysis (CFA) in order to determine instrument validity by using Fornell and Larcker’s [79] validity assessment criterion
Innovative work behavior regressed on attitudes towards performing well, controlling for ethical leadership controlling for attitudes towards performing well
Summary
Ethical leaders have gained special interest in both academic and business communities configuring an independent and relatively new leadership style [1,2] that promotes support to employees improving their productivity [3]. In a highly changing economy based on knowledge, leaders need to be innovative so that their companies acquire sustainable competitive advantages. This leadership should encourage creative and innovative work behavior (IWB) in employees, which has been related to ethical leadership [4,5,6]. Ethical leadership (EL) is a “demonstration of normatively appropriate conduct through personal actions and interpersonal relationships and the promotion of such conduct to subordinates through two ways of communication, reinforcement and decision making” [7]. The subordinates idealize their leaders who make ethical decisions and they strive to perform more innovatively for the success of the organization
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Journal of Open Innovation: Technology, Market, and Complexity
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
