The impact of ethical leadership on service innovation behavior

Abstract

Purpose Ethical leadership is at the forefront of what matters in today’s business life and current issues, with a view to making strong moral decisions through bilateral communication. Service innovation behavior is important in terms of individual and institutional actions in the process of producing and implementing new ideas. Investigating the mediating role of psychological capital which consists of self-efficacy, optimism, hope and psychological endurance dimensions, between ethical leadership and service innovation behavior, is a matter to be investigated. This study aims to assess the impact of ethical leadership on service innovation behavior by means of a comprehensive literature review. In this framework, psychological capital forms the scope of researching the mediating role. Design/methodology/approach This study was conducted with 376 blue-collar workers randomly selected from 140 company which were selected from 1,294 joint stock companies among 76,882 companies operating in the province of Adana in Turkey and registered in the Adana Chamber of Commerce, by applying a questionnaire of 40 items. Findings As a result of the factor analysis, 6 items which could not provide reliability were extracted from the scale and the remaining 34 items were distributed in three factors and the validity of the construct validity was measured by the convergence and divergence methods. Construct reliability (CR) values were found to be statistically significant (SRMR: 0.50, RMSEA = 0.058, IFI: 0.955, CFI = 0.97, GFI = 0.96, AGFI = 0.86, TLI = 0.97, χ2/s.d. = 2.264) when it was above 0.7, and the structural equation model determined that the research data and the initially determined model are compatible. Ethical leadership has a significant effect on psychological capital (ß = 0.224, p < 0.001), ethical leadership has a significant effect on innovation (ß = 0.113, p < 0.001), psychological capital was found to have a significant influence on service innovation (ß = 0.965, p < 0.001), and ethical leadership was mediated by psychological capital on service innovation behavior (SIE = 0.235). Research limitations/implications Further research is needed to assess conducting research in enterprises with different cultural characteristics. This paper provides the effectiveness of ethical leadership and psychological capital factors, which are effective in improving employee service innovation behavior and enabling managers to develop human resources strategies in this respect. Practical implications The results provide the impact of ethical leadership on the productivity of employees in the workplace and provide practical benefits in terms of developing innovation-oriented service development behaviors. Social implications The innovative behaviors of the employees enable the development of innovative ideas in social life by contributing to consumer satisfaction and economy. Ethical leadership ensures positive behaviors in the society by ensuring that employees in the workplace develop justice sentiments. Originality/value The mediating role of psychological capital between ethical leadership and service innovation behavior has not been investigated before. In this study, the effects of self-efficacy, optimism, hope and resilience factors were investigated in providing ethical leaders and employees, creating value in the enterprise, and in providing innovation-focused services for employees.

The impact of ethical leadership on employee creative deviance: the mediating role of job autonomy

“…Defined as a social process of generating novel and useful ideas, creativity involves the interplay between experience, expertise, creative-thinking skills and motivation (Woodman et al, 1993). The positive effect of ethical leadership on innovation and creativity was identified in a number of recent studies (Javed et al, 2018;Mo et al, 2019;€ Ozsungur, 2019;Shafique et al, 2020;Tu et al, 2019), however, the research into the effect of ethical leadership on creative deviance remains underdeveloped. Creative deviance is a double-edged sword and its management is highly challenging (Mainemelis, 2010).…”

Etik Liderlik ve Çalışanların Yenilikçi Davranışı: Lider-Üye Etkileşimi ve Duygusal Zekânın Düzenleyici Aracılık Modeli

“…Bu durum işletmeleri geleceğe taşıyacağı gibi daha da rekabetçi olmalarını sağlayacaktır. Elde edilen bu sonuçlar, literatürde yer alan (Kalyar vd., 2019;Özsungur, 2019;Tu ve Lu, 2013;Yidong ve Xinxin, 2013;Zehra ve Waheed, 2017) çalışmalarla örtüşmektedir.…”

“…İşletmelerdeki yönetim anlayışının çalışanların yenilikçi davranışlar sergilemesinde önemli bir etkiye sahip olduğu düşüncesinye yapılan literatür incelemesinde, araştırmacılar tarafından liderlik stillerini konu alan çalışmalara sınırlıda olsa rastlanmaktadır. Etik liderlik anlayışının çalışanların yenilikçi davranışlarına etkisini konu alan araştırmalar (Kalyar, Usta ve Shafique, 2019;Özsungur, 2019;Tu ve Lu, 2013;Yidong ve Xinxin, 2013;Zehra ve Waheed, 2017) ayrıca, dönüşümcü liderlik (Eisenbeiβ ve Boerner, 2013), güçlendirici liderlik (Zhang ve Bartol, 2010), demokratik, otoriter ve serbestçi liderlik (Lin ve Wu, 2018) yaklaşımlarının çalışanların yenilikçi davranışlarına etkisini konu alan araştırmalar da bulunmaktadır.…”

The Pathway to Improve Innovation Capacity for Lao Firms: The Roles of Transformational Leadership and Psychological Resources of Employees

“…Individuals' positive PS is emerging as one of most interesting topics in the theory of organizational behavior and human resource in recent years due to its crucial impacts on many aspects of organization's outcomes (Gupta, Shaheen, & Reddy, 2017;Hairudinor, Hidayati, Muspiron., Tampubolon, & Humaidi., 2017;Luthans et al, 2007;Özsungur, 2019;Pimonratanakan, Intawee, Krajangsaeng, & Pooripakdee, 2017;Zhang et al, 2018). PS is regarded as a composite construct of employees' positive strengths and virtues which allow employees to overcome the arising troubles and attain desired targets (Luthans, 2012;Luthans et al, 2007).…”