Positive Psychological States and Employee Creativity: The role of Ethical Leadership

Younas, Amjad; Wang, Daoping; Javed, Basharat; Rawwas, Mohammed Y. A.; Abdullah, Iqra; Zaffar, Muhammad Adeel

doi:10.1002/jocb.391

Cited by 23 publications

(27 citation statements)

References 83 publications

(132 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Our objective was to integrate ethical leadership, psychological safety, and creative self‐efficacy to understand the social information process that shapes creative performance and also how the two mediators relate to one another in the process leading to creative performance. The results support our postulation that ethical leadership does influence creative performance and psychological safety mediate the link between ethical leadership and creative performance, thus, confirming the positive effects of how ethical leaders influences employee creativity (Ma et al, 2013; Younas et al, 2018) as well as motivating employees to perceive psychological safety in the organization (Walumbwa & Schaubroeck, 2009).…”

Section: Discussionsupporting

confidence: 83%

“…The result supports the notion that ethical leadership is likely to have a stronger impact on psychological safety to the extent that members led by ethical leaders easily feel safe to try risky ventures. Furthermore, our study clarifies the positive linking of psychological safety and creative self‐efficacy in a sequential mediation order (Younas et al, 2018). Specifically, it is built on theoretical arguments for and validated a link between psychological safety and creative self‐efficacy using social information processes.…”

Section: Discussionsupporting

confidence: 81%

“…Using the social information processing model, we further posited that confronted with ethical leadership, organizational members may process the information provided after consultation and discussion with other members and congruently adjust their behaviors and cognitions to the task, thereby increasing creative performance. Thus, the ethical leader can directly change the perception of the organizational climate, thus provide a conducive and safe context through which employees would enhance employee creative self‐efficacy indirectly (Younas et al, 2018). Hence, we argue that psychological safety can contribute to the development of creative self‐efficacy, thereby leading to creative performance.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Thus, in a psychologically safe environment, members would get the confidence to employ creative undertakings like identifying problems, generating and evaluating solutions, and executing those ideas even through difficulties (Carmeli et al, 2010; Shalley, Gilson & Blum, 2000). Theoretically, it is of interest to note that psychological safety may not only mediate the relationship between ethical leadership and creative performance but also the relationship between creative self‐efficacy and creative performance (Younas et al, 2018). Overall, we posit that the ethical leadership → psychological safety → creative self‐efficacy → creative performance stream is more probable.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Although prior studies have explored how ethical leaders affect creative performance, (Chen & Hou, 2016; Ma, Cheng, Ribbens & Zhou, 2013; Younas, Wang, Javed, Rawwas, Abdullah, & Zaffar, 2018) yet the causal mechanisms of ethical leaders on creative performance are scarcely known. However, the role of ethical leaders in creative performance deserves more attention, especially in this era that most academic researchers and management practitioners are calling for more exploration in this area (Lemoine, Hartnell & Leroy, 2019; Tu & Lu, 2016).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The Mediation Effect of Ethical Leadership and Creative Performance: A Social Information Processing Perspective

Wadei

Chen

Frempong

et al. 2020

Journal of Creative Behavior

View full text Add to dashboard Cite

Drawing upon social information processing theory, the study examined how ethical leadership shapes creative performance. Specifically, we tested a theoretical model integrating the sequential roles of psychological safety and creative self‐efficacy. A two‐waved sample of 512 supervisor‐subordinate dyads from frontline employees of three service industries located in Ghana was administered. The results of the hierarchical linear modeling analysis revealed that there is a positive relationship between ethical leadership and creative performance and that psychological safety positively and significantly mediates the relationship between ethical leadership and creative performance. Similarly, creative self‐efficacy significantly and positively mediates the relationship between ethical leadership and creative performance. Moreover, both psychological safety and creative self‐efficacy sequentially mediate the relationship between ethical leadership and creative performance. We discuss the implications of these results for research and practice.

show abstract

Section: Discussionsupporting

confidence: 83%

Section: Discussionsupporting

confidence: 81%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The Mediation Effect of Ethical Leadership and Creative Performance: A Social Information Processing Perspective

Wadei

Chen

Frempong

et al. 2020

Journal of Creative Behavior

View full text Add to dashboard Cite

show abstract

Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

et al. 2020

Self Cite

View full text Add to dashboard Cite

In this study, we explore the relationship between inclusive leadership and changeoriented organizational citizenship behaviour (OCB) with the mediating roles of behavioural integrity and trust in leadership. Data were collected from 151 supervisor-subordinate dyads from small and medium enterprises in Pakistan. The results revealed that inclusive leadership is positively related to change-oriented OCB. Our study reaffirms the indirect effect of the inclusive leadership on changeoriented OCB via behavioural integrity and trust in leadership. Finally, the results supported the chain of causality: sequential mediation of behavioural integrity, and trust in leadership between inclusive leadership and change-oriented OCB. Causal attribution theory is used to support the findings. Implications for theory and practice are discussed. K E Y W O R D S behavioural integrity, causal attribution theory, change-oriented organizational citizenship behaviour, inclusive leadership, trust in leadership Résumé Dans cette étude, nous explorons la relation entre le leadership inclusif et le comportement de citoyenneté organisationnelle (OCB) pro-changement. Cette relation est médiée par l'intégrité comportementale et par la confiance envers le leadership. Les données utilisées proviennent de 151 dyades de superviseurs et de subordonnés de petites et moyennes entreprises au Pakistan. Les résultats montrent que le leadership inclusif est positivement lié à un comportement de citoyenneté organisationnelle pro-changement. Ils montrent également que le leadership inclusif a un effet indirect sur les OCB pro-changement par le biais de l'intégrité comportementale et de la confiance envers le leadership. Enfin, les résultats confirment la chaîne de causalité: médiation séquentielle de l'intégrité comportementale et de la confiance envers le leadership entre le leadership inclusif et l'OCB pro-changement. La théorie de l'attribution causale permet d'étayer les résultats. Nous terminons par un examen des implications théoriques et pratiques de l'étude.

show abstract

Creativity among ICT professionals and students in Thailand

Winley

Wongwuttiwat

2022

E J Info Sys Dev Countries

View full text Add to dashboard Cite

Creativity and innovation related to Information and Communication Technology (ICT) leads to improved competitiveness among individuals, organizations, and nations. In the context of the cultural profile of the developing nation of Thailand, this exploratory study examines the practical problem of improving creativity among ICT professionals and students. The study compares the importance of creativity perceived by ICT lecturers and managers and the extent to which ICT students and officers believe that they display creativity. The purpose is to align perceptions about creativity among these groups in order to promote creativity in ICT. Creativity is characterized by traits derived from studies in neuroscience and this study contributes to the validation of this relatively new approach. Data is collected by questionnaire from: 182 students distributed across the 4 years of ICT bachelor degree programs in three universities in Bangkok and 126 lecturers in these programs; 190 ICT managers and 210 ICT officers from 60 organizations in Bangkok. The findings identify: differences (gaps) among the groups' perceptions of creativity; and possible influences due to cultural characteristics of Thai society. The number of gaps is greatest between lecturers and managers followed by lecturers and students and managers and officers. The gaps are noticeable between males and females but less evident in relation to levels of education and ICT experience. The findings provide practical insights relevant to ICT academics, educators, practicing ICT professionals, and those concerned with the relationships among creativity, innovation, and competitiveness at organizational or national levels, especially in developing nations.

show abstract

Positive Psychological States and Employee Creativity: The role of Ethical Leadership

Cited by 23 publications

References 83 publications

The Mediation Effect of Ethical Leadership and Creative Performance: A Social Information Processing Perspective

The Mediation Effect of Ethical Leadership and Creative Performance: A Social Information Processing Perspective

Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

Creativity among ICT professionals and students in Thailand

Contact Info

Product

Resources

About