The Linkage between Ethical Leadership, Well-Being, Work Engagement, and Innovative Work Behavior: The Empirical Evidence from the Higher Education Sector of China

Abstract

In this study, we investigate the relationship between ethical leadership (EL), work engagement (WE), well-being, and innovative work behavior (IWB). The significance of these variables has increased in the current era when the influence of technology is exponentially increasing in the education sector. We investigate the role of ethical leadership in determining innovative work behavior. Moreover, we investigate the moderating effect of WB in the relationship between EL and WE. We also examine the mediating impact of WE in the relationship between EL and IWB. We used a questionnaire survey approach to collect data. The target population of this study was the academic personnel, i.e., senior professors, lecturers, and supporting staff associated with the higher education sector located in Zhejiang Province, China. Data were collected in two phases. In the first phase, we sent 300 research questionnaires and received 251 responses. In the second phase, after a three-month interval, we sent 200 questionnaires and received 162 responses. However, over the two phases, we collected a total of 413 questionnaires; 43 were discarded. Therefore, for analysis, we used 370 questionnaires. The data were analyzed using the structural equation modeling through SmartPLS 3.2.2. First, in the direct relationship, results confirm that EL positively influences the IWB. Secondly, WB has a positive and moderating relationship between EL and IWB. Thirdly, we address the relationship between EL and WE. The outcome indicates that there is a positive and significant relationship. Fourth, the results of this study indicate that there is positive and significant relationship between WE and IWB. Finally, the outcomes imply that WE positively mediates between EL and IWB. Ethical leadership and well-being are important for innovative work behavior that supports managers in introducing a supportive workplace environment that promotes good interpersonal relationships with subordinates. Therefore, a good interpersonal relationship between managers and subordinates enhances the work quality. So, ethical leaders provide a supportive work environment to all subordinates regarding their work.

Empowering leadership and job satisfaction of academic staff in Palestinian universities: Implications of leader-member exchange and trust in leader

“…Vivid positive effects of EL were noted in the results, which shows consensus with prior studies in this context (e.g., Atik and Celik, 2020 ; Farmanesh and Zargar, 2021 ; Zhou et al, 2021 ; Jia et al, 2022 ). It was also noted in the literature that positive attributes of leaders can lead to notable positive attitudes toward the job and the organization ( Amundsen and Martinsen, 2015 ).…”

“…As university teachers carry a number of responsibilities (e.g., teaching, exams, research, registration, and mentoring), provision of necessary tools and resources alongside organizational support and empowerment by their leaders become vital for their job satisfaction and performance outcomes that affect their wellbeing (Amundsen and Martinsen, 2015;Telyani et al, 2021;Zhou et al, 2021;Jia et al, 2022;Zaman et al, 2022). Job satisfaction of teachers is considered to be an emotional state toward work that entails subjective views, and attitudes toward the job itself (Zhou et al, 2021).…”

“…This is due to the fact that such leaders can empower their followers from sociocultural (practices, interventions, and tactics for empowerment) and psychological aspects [self-determination, meaning, competence, and influence (Amundsen and Martinsen, 2015)]. Therefore, these leaders are found to be a good fit for the academic setting management (e.g., Amundsen and Martinsen, 2015;Farmanesh and Zargar, 2021;Jia et al, 2022). Within the context of this study, it is important to note that empowering leaders can boost trust (Farmanesh and Zargar, 2021) among their staff due to their behavior, and motivational approach that encourages positive exchange and interactions.…”

Ethical Leadership and Auditor’s Underreporting of Audit Time: Mediating Role of Work Engagement

“…Several researchers found that ethical leadership increases work engagement (Jia et al, 2022). Ethical leaders create a work conducive environment through open communication (Babalola et al, 2016) and fair distribution of tasks (Wibawa & Takahashi, 2021) where followers feel more comfort in exerting efforts and dedication to complete the assigned tasks (Thiel et al, 2018).…”

LINKAGES BETWEEN ETHICAL LEADERSHIP, PERCEIVED ORGANIZATIONAL SUPPORT, AND INNOVATIVE WORK BEHAVIORS IN HEIs

“…To do so, modern universities should develop the innovative work behaviors of academic staff by providing them strong ethical leadership, effective in respects, and organizational support so as to attain leading aims overwhelmed at anticipated success (Musenze & Mayende, 2022). Ethical leadership has gained attention in higher education sector as it is believed that ethical leaders improve productivity by valuing employees' rights and dignity (Jia, Zhu, Zhang, Rasool, Asghar & Chin, 2022).…”