Does ethical leadership predict follower outcomes above and beyond the full-range leadership model and authentic leadership?: An organizational commitment perspective

Lee, Jung-Hyun; Cho, Jeewon; Baek, Yoonjung; Pillai, Rajnandini; Oh, Se Hyung

doi:10.1007/s10490-018-9596-6

Cited by 31 publications

(40 citation statements)

References 74 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…authentic and transformational leadership) may also be relevant for employees' dysfunctional resistance. A recent study showed, however, that ethical leadership could explain additional variance in employees' outcomes above and beyond the full-range model of transformational and authentic leadership (Lee et al, 2019). Yet, this study did not specifically address dysfunctional resistance, so future research is needed here.…”

Section: Limitations Strengths and Future Research Directionsmentioning

confidence: 99%

Ethical leadership in times of change: the role of change commitment and change information for employees’ dysfunctional resistance

Rahaman

Camps

Decoster

et al. 2020

View full text Add to dashboard Cite

PurposeIn the present study, the authors draw on social exchange theory to argue that ethical leaders offer positive exchanges in times of change and thereby encourage employees’ change commitment, which subsequently reduces their dysfunctional resistance. Drawing on uncertainty management theory, the authors further hypothesize that employees’ perception of change information (i.e. a change-specific context) not only moderates the negative relationship between employees’ change commitment and dysfunctional resistance but also the indirect relationship between ethical leadership and dysfunctional resistance via change commitment.Design/methodology/approachThe authors conducted a two-source cross-sectional survey involving 144 matched pairs of employees and coworkers from a range of organizations.FindingsEmployees’ change commitment mediates the relationship between ethical leadership and their dysfunctional resistance. Furthermore, employees’ perception of change information not only moderates the relationship between change commitment and dysfunctional resistance but, more importantly, also the indirect effect between ethical leadership and dysfunctional resistance via change commitment. More specifically, the effect of change commitment on employees’ dysfunctional resistance as well as the indirect effect of ethical leadership on employees’ dysfunctional resistance through change commitment are stronger when there is little change information.Research limitations/implicationsEthical leadership is able to reduce employees’ dysfunctional resistance, particularly when employees have limited information regarding the change.Originality/valueThis study demonstrates how change commitment acts as a mediator and change information serves as a moderator in the ethical leadership–dysfunctional resistance relationship in the time of organizational change.

show abstract

Section: Limitations Strengths and Future Research Directionsmentioning

confidence: 99%

Ethical leadership in times of change: the role of change commitment and change information for employees’ dysfunctional resistance

Rahaman

Camps

Decoster

et al. 2020

View full text Add to dashboard Cite

show abstract

“…In this study, among the different leadership styles explored, we particularly focus on AL, as it is regarded as an effective approach due to its ability to foster positive employee behaviours (e.g. creativity), and benefits for specific workgroups and indeed entire organizations (Lee et al , 2019a; Ribeiro et al , 2017). Such a leadership style offers greater awareness, an internalized moral perspective, a more balanced processing of information and relational transparency between leaders and their followers, while fostering positive self-development (Walumbwa et al , 2008).…”

Section: Introductionmentioning

confidence: 99%

The impact of authentic leadership on individual and team creativity: a multilevel perspective

Lei

Qin

Ali

et al. 2021

LODJ

View full text Add to dashboard Cite

PurposeThe purpose of this study is to develop and test a multilevel conceptual model which explains how authentic leadership (AL), through an innovative team atmosphere and promotion of self-efficacy, influences creativity. The study delineates two pathways from AL to creativity. The first pathway is an indirect effect through an innovative atmosphere at the team level and self-efficacy at the individual level, while the second pathway focuses on the moderating effect of AL between self-efficacy and individual creativity.Design/methodology/approachData were collected from 58 team leaders and 283 employees in a creative industry park in the Yangtze River Delta region from China. Path analysis was conducted to test the proposed hypotheses using the statistical package M-plus (v. 7).FindingsThe results reveal that AL is an important antecedent of creativity. Furthermore, an innovation-based atmosphere at the team level mediates the theorized relationship between AL and individual creativity. However, creative self-efficacy at the individual level does not mediate this relationship. Finally, the study found that AL moderates the relationship between creative self-efficacy and individual creativity.Originality/valueThe implications of this study highlight important considerations for enterprises in creative industry parks within and beyond China. This study provides industry leaders with a clearer and more insightful and coherent means of understanding the mediating mechanism between AL and creativity, and the moderating effects of AL between individual self-efficacy and creativity through a new linkage model.

show abstract

“…Therefore, innovative performance is increased in a firm's culture that encourages and cultivates a creative and innovative environment (Hu et al , 2017). Leadership as a vital part of organizational culture plays an imperative role with supportive behavior to create and promote innovative work behavior (Javed et al , 2019; Lee et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

The influence of ethical leadership on innovative performance: modeling the mediating role of intellectual capital

Ullah

Mirza

Jamil

2021

JMD

View full text Add to dashboard Cite

PurposeRecent research studies have increasingly suggested leadership as a major antecedent to encourage innovative work behavior among business employees. Empirical studies which investigated the influence of various leadership aspects such as style and ethics on employees' innovative performance and unraveled the mechanism through which leadership exerts its impact on employees' innovative work behavior were restricted. Thus, the purpose of this research was to investigate the relationship between ethical leadership and employees' innovative performance by focusing on the mediating role of two forms of the intellectual capital (IC), i.e. human capital and social capital.Design/methodology/approachData for present research were collected through in person administered questionnaire-based survey from the managerial level employees of the targeted sample of the manufacturing firms. Furthermore, due consideration was given while selecting the individuals from R&D departments of these organizations, who were typically involved in knowledge-intensive jobs and where application of intellectual assets was needed.FindingsEthical leadership was observed as to positively influencing employees' innovative performance. Two forms of IC, i.e. human capital and social capital were observed as playing mediating role in the ethical leadership – employees' innovative performance relationship.Originality/valueThe contemporary research study adds value in the literature of the ethical leadership. The most imperative theoretical contribution of the present research study underlines the psychological process, i.e. IC by which ethical leaders encourage innovative behavior among employees.

show abstract

Does ethical leadership predict follower outcomes above and beyond the full-range leadership model and authentic leadership?: An organizational commitment perspective

Cited by 31 publications

References 74 publications

Ethical leadership in times of change: the role of change commitment and change information for employees’ dysfunctional resistance

Ethical leadership in times of change: the role of change commitment and change information for employees’ dysfunctional resistance

The impact of authentic leadership on individual and team creativity: a multilevel perspective

The influence of ethical leadership on innovative performance: modeling the mediating role of intellectual capital

Contact Info

Product

Resources

About