The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination

Chen, Angela Shin-yih; Hou, Yu-Hsiang

doi:10.1016/j.leaqua.2015.10.007

Cited by 411 publications

(430 citation statements)

References 87 publications

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“…For example, Kivim€ aki and Elovainio (1999) shortened the TCI to a 14item version, which also demonstrated acceptable reliability and validity (15 articles) (e.g., Chen & Hou, 2016;Loo & Loewen, 2002;Somech & Drach-Zahavy, 2013). For example, Kivim€ aki and Elovainio (1999) shortened the TCI to a 14item version, which also demonstrated acceptable reliability and validity (15 articles) (e.g., Chen & Hou, 2016;Loo & Loewen, 2002;Somech & Drach-Zahavy, 2013).…”

Section: Measuring Innovation Climatementioning

confidence: 99%

“…One stream of research has examined whether team innovation climate strengthens the effects of team-level characteristics on innovation outcomes at both the team and individual levels. Chen and Hou (2016), based on social learning theory (Bandura, 1997), found that the indirect effect of ethical leadership on individual creativity via voice behaviour was stronger when team innovation climate was higher. Based on aspects of the job demands-resources model (JDR model) (Bakker & Demerouti, 2008;Bakker, Demerouti, & Sanz-Vergel, 2014) and person-situation interactionism (Mendoza-Denton, Ayduk, Mischel, Shoda, & Testa, 2001), Garc ıa-Buades, Mart ınez-Tur, Ortiz-Bonn ın, and Peir o (2016) found that the relationship between team engagement and service performance was stronger when team innovation climate was higher.…”

Section: Innovation Climate As a Moderatormentioning

confidence: 99%

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Innovation climate: A systematic review of the literature and agenda for future research

Newman

Round

Wang

et al. 2019

J Occupat & Organ Psyc

125

115

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Over the last two decades, we have witnessed growing empirical research on the concept of innovation climate at both the team and organizational levels. This article systematically reviews the literature surrounding the concept, focusing on its antecedents and outcomes, and empirical work where it has been treated as a moderator. Based on the review, we propose an agenda for future research that highlights the need to incorporate alternative theoretical perspectives to enhance our understanding of the innovation climate concept and its impact in driving team‐ and organizational‐level outcomes. In addition to theoretical future research strands, we also highlight opportunities for empirical advancement of the field. In particular, we highlight the need to examine the negative influence of innovation climate, adopt a more dynamic approach to examine how innovation climates develops over time, and explore the influence of cultural and institutional factors on the development of innovation climate. Practitioner Points Innovation is essential for organizations wishing to remain competitive and thrive in the highly competitive global marketplace. This study consolidates the insights from prior research linking leadership and team/demographic/workplace characteristics to both the team innovation climate and the organizational innovation climate. Understanding innovation climate provides practitioners with insight into the levers they may utilize to encourage innovation within the organization. In addition, the outcomes of innovation climate are synthesized in this paper which provides practitioners with insight into the expected benefits of focusing on developing a climate for innovation.

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Section: Measuring Innovation Climatementioning

confidence: 99%

Section: Innovation Climate As a Moderatormentioning

confidence: 99%

Innovation climate: A systematic review of the literature and agenda for future research

Newman

Round

Wang

et al. 2019

J Occupat & Organ Psyc

125

115

View full text Add to dashboard Cite

show abstract

“…In a business environment, voice behavior is gradually learned through social learning processes . In studying the antecedents of voice behavior, existing literature has evidenced the positive effect of ethical leadership on employee voice behaviors (Avey et al, 2012;Chan, 2014;Chen & Hou, 2016). For example, Chin (2013) found that team harmony played a mediating role between ethical leadership and employee voice and other research has applied regulatory focus theory (with regulatory focus mindset as a mediator, Neubert, Wu, & Roberts, 2013), cognitive evaluation theory (with intrinsic motivation as a mediator, Tu & Lu, 2013), and social identification theory (with organization identification as a mediator, Qi & Liu, 2014;Zhu, He, Treviño, Chao, & Wang, 2015) to understand the effects of ethical leadership on voice.…”

Section: Ethical Leadership and Employee Voicementioning

confidence: 99%

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

Bai

Lin

Liu

2017

The International Journal of Human Resource Management

102

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Extending social learning theory to a multi-level perspective, this study proposes a theoretical model that investigates both individual and team-level mechanisms that mediate the effect of ethical leadership on employee voice. Specifically, in terms of an individual-level social learning perspective, we suggest that an ethical leader acts as a prototype of a moral person (i.e. an ethical role model). From a team-level social learning perspective, we propose that, as a moral manager, team ethical leadership will foster an ethical climate within the team which will create a moral context that impacts employees' behaviors. In both instances, employee voice behaviors will be enhanced through these mechanisms. Evidencing the importance of the interaction between leader behaviors and context for leader effectiveness, we also show that employees are more likely to regard their ethical leaders as ethical role models in a team that highly values ethical conduct (i.e. high in ethical climate). Results obtained from 47 managers and 211 subordinates in China support our theoretical model. The theoretical and practical implications of our findings are also discussed.

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“…Amidst the growing number of ethical scandals arising from organizations, scholars and practitioners alike have become increasingly aware that ethical leadership matters (e.g., Avey et al 2012;Chen and Hou 2016;Drover et al 2012;Reiley and Jacobs 2016). Despite this consensus, researchers only recently began to ponder whether there are unique moral components of ethical leadership that can explain the ensuing processes through which followers ''change for the better'' (Reynolds 2008;Sharif and Scandura 2014;van Gils et al 2015b).…”

Section: Introductionmentioning

confidence: 99%

An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality

et al. 2017

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Despite the proliferation of research on ethical leadership, there remains a limited understanding of how specifically the assumingly moral component of this leadership style affects employee behavior. Taking an identity perspective, we integrate the ethical leadership literature with research on the dynamics of the moral self-concept to posit that ethical leadership will foster a sense of moral identity among employees, which then inspires followers to adopt more ethical actions, such as increased organization citizenship behavior (OCB). We further argue that these identity effects should be more pronounced when leaders are perceived to be group prototypical, as their actions then speak louder to followers' sense of identity. Two studiesa scenario experiment with 138 participants and a field study with 225 employees-provided support for our hypothesized moderated mediation model. Perceived ethical leadership positively affected OCB via followers' moral identity but only under conditions of high perceived leader group prototypicality. We discuss how the identity pathway of ethical leadership can facilitate novel theorizing about moral transference. Our findings also suggest that, when hiring external ethical leaders or training internal managers, practitioners are well advised to consider that these individuals may only be effective in morally transforming followers when they are perceived as prototypical for the group.

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The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination

Cited by 411 publications

References 87 publications

Innovation climate: A systematic review of the literature and agenda for future research

Innovation climate: A systematic review of the literature and agenda for future research

Leveraging the employee voice: a multi-level social learning perspective of ethical leadership

An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality

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