Can “Real” Men Consume Ethically? How Ethical Consumption Leads to Unintended Observer Inference

Based on social cognitive theory, this paper explored the cognitive mechanism between ethical leadership and the followers’ extra-role performance. We tested a moderated mediation model in which general self-efficacy mediated the relationship between ethical leadership and the employee extra-role performance, while intrinsic motivation moderated the relationship between ethical leadership and subordinate’s general self-efficacy. Data were collected in two waves from 208 dyads. Results supported the time-lagged effect of ethical leadership on individual extra-role performance and the mediating role of general self-efficacy. Moreover, our findings revealed that intrinsic motivation positively moderated the effect of ethical leadership on general self-efficacy. Furthermore, intrinsic motivation also moderated the indirect effect of ethical leadership on extra-role performance via general self-efficacy. Theoretical and practical implications were further discussed.     

Trickle-Down Effects of Perceived Leader Integrity on Employee Creativity: A Moderated Mediation Model

This study explored the relationship between the integrity of the supervisor and the manager (i.e., the supervisor’s immediate superior) and the creativity of employees who are below the supervisor. Drawing on social learning theory, we proposed a moderated mediation model for the trickle-down effects of perceived supervisor integrity. Using a sample of 716 employees and their supervisors, we found positive associations between both managers’ and supervisors’ integrity and employee creativity. Supervisors’ integrity partially mediates the relationship between managers’ integrity and employee creativity. In addition, supervisors’ perceptions of professional ethical standards moderate the indirect effects of the managers’ integrity on employee creativity. Theoretical and managerial implications are discussed.     

How Ethical Leadership Influence Employees’ Innovative Work Behavior: A Perspective of Intrinsic Motivation

Drawing on the cognitive evaluation theory, we proposed a homologous multilevel model to explore how ethical leadership influenced employees’ innovative work behavior through the mediation of intrinsic motivation at both group and individual level. With questionnaires rated by 302 employees from 34 work units of two companies in the mainland of China, we conducted multilevel analysis to examine our hypotheses. The results showed that individual innovative work behavior was positively related to both individual perception of ethical leadership and group ethical leadership, while individual intrinsic motivation mediated the two relationships. Moreover, group intrinsic motivation mediated the relationship between group ethical leadership and innovative work behavior. The theoretical and practical implications were further discussed.     

How Employees’ Perceptions of CSR Increase Employee Creativity: Mediating Mechanisms of Compassion at Work and Intrinsic Motivation

This study aims to examine how service employees’ perceptions of corporate social responsibility (CSR) affect their creativity at work and its mediated link through compassion at work and their intrinsic motivation. Working with a sample of 250 hotel employees in South Korea, structural equation modeling is employed to test research hypotheses. The results of this research suggest that employees’ perceptions of CSR are positively related to employee creativity. Second, compassion at work mediated the positive relationship between employees’ perceptions of CSR and creativity. Third, employees’ intrinsic motivation also mediated the positive relationship between employees’ perceptions of CSR and employee creativity. Finally, the relationship between employees’ perceptions of CSR and employee creativity is sequentially and fully mediated by compassion at work and their intrinsic motivation. The theoretical and managerial implications of the results and limitations of the study are discussed, and future research directions are suggested.     

领导排斥对员工亲组织非伦理行为的影响：自我提升动机的中介作用

基于自我提升理论，从自我提升动机和马基雅维利主义视角出发，探讨了领导排斥对员工亲组织非伦理行为的作用机制。通过对两阶段收集的451份问卷进行数据分析，结果发现：领导排斥对员工亲组织非伦理行为具有显著正向影响；员工自我提升动机在领导排斥与员工亲组织非伦理行为关系中起中介作用；员工马基雅维利主义调节了其自我提升动机与亲组织非伦理行为间的关系，即员工马基雅维利主义水平越高，其自我提升动机对亲组织非伦理行为的正向影响越强；员工马基雅维利主义正向调节员工自我提升动机在领导排斥与亲组织非伦理行为间的中介作用，即员工马基雅维利主义水平越高，其自我提升动机的中介作用越强。研究结论不仅拓展了领导排斥理论的研究，也为管理者正确认识领导排斥、管理员工遭受领导排斥后的认知与行为提供了新思路。     

How is Benevolent Leadership Linked to Employee Creativity? The Mediating Role of Leader–Member Exchange and the Moderating Role of Power Distance Orientation

Previous research has shown that virtuous leader behavior in the form of benevolent leadership has considerable impact on employee creativity. However, little is known as to how and under what conditions these constructs are linked. In the current research, we proposed and tested a moderated mediation model positing leader–member exchange (LMX) as a mediator, and employee power-distance orientation as a moderator of this relationship. Two studies were conducted to test our hypothesized model. In Study 1, repeated measured data collected from 284 Chinese employees in an information technology company demonstrated that benevolent leadership had a lagged effect on LMX. In Study 2, analyses of multisource and lagged data from 391 Chinese employees in 42 research and development teams, and their direct supervisors indicated that benevolent leadership was positively related to supervisor-rated employee creativity via LMX. In addition, the relationship between benevolent leadership and LMX was stronger for employees high in power-distance orientation. Theoretical implications of benevolent leadership’s research and practical contributions concerning promoting creativity in organizations where benevolent leaders prevail are also discussed.     

Corporate Ethical Values,Group Creativity,Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response

A corporate culture strengthened by ethical values and other positive business practices likely yields more favorable employee work responses. Thus, the purpose of this study was to assess the degree to which perceived corporate ethical values work in concert with group creativity to influence both job satisfaction and turnover intention. Using a self-report questionnaire, information was collected from 781 healthcare and administrative employees working at a multi-campus education-based healthcare organization. Additional survey data was collected from a comparative convenience sample of 127 sales and marketing employees working for a variety of firms operating in the south-central United States. The results indicated that group creativity and corporate ethical values were positively related, and that both variables were associated with increased job satisfaction. Conversely, corporate ethical values and job satisfaction were associated with decreased turnover intention. Sales managers should create work cultures that precipitate increased ethical values and group creativity, and suggestions about how they may institutionalize these factors are provided.     

The relationship between perceived training opportunities,work motivation and employee outcomes

The purpose of this study was to explore alternative relationships between training opportunities and employee outcomes. A cross‐sectional survey of 343 trainees from a broad range of Norwegian service organizations showed that the relationship between perceived training opportunities, and both task performance and citizenship behaviors were fully mediated, and that the relationship between perceived training opportunities and turnover intention was partially mediated by employee intrinsic motivation. In addition, intrinsic motivation was found to moderate the relationship between perceived training opportunities and organizational citizenship behaviors. The form of the moderation revealed a positive relationship for those with high intrinsic motivation. In sum, the variables included as predictors in our study explained 13 per cent of the variance in task performance, 19 per cent of the variance in organizational citizenship behavior and 24 per cent of the variance in turnover intention. Implications for practice and directions for future research are discussed.     

领导成员交换与员工创造力：情感机制的中介作用

情感是员工创造力的重要前因,而已有文献结论存在不一致,且未深入地探讨影响员工情绪的组织情境因素。文章依据情感事件理论,分析和检验了领导成员交换、积极/消极情感与创造力的关系,以及组织创造力支持感的调节作用。通过分析442对主管〖CD*2〗下属配对样本,结果表明：积极情感和消极情感在领导成员交换与创造力关系之间起部分中介作用;组织创造力支持感正向调节积极情感与创造力的关系,而对消极情感与创造力关系的负向调节作用不显著;最后,高的组织创造力支持感还调节积极/消极情感在领导成员交换与员工创造力关系间的中介作用。     

Examining the Boundaries of Ethical Leadership: The Harmful Effect of Co-worker Social Undermining on Disengagement and Employee Attitudes

In recent years, scholars have sought to investigate the impact that ethical leaders can have within organisations. Yet, only a few theoretical perspectives have been adopted to explain how ethical leaders influence subordinate outcomes. This study therefore draws on social rules theory (SRT) to extend our understanding of the mechanisms linking ethical leadership to employee attitudes. We argue that ethical leaders reduce disengagement, which in turn promotes higher levels of job satisfaction and organisational commitment, as well as lower turnover intentions. Co-worker social undermining is examined as a moderator of the relationship between ethical leadership and disengagement, as we suggest that it is difficult for ethical leaders to be effective when co-worker undermining prevails. To test the proposed model, questionnaires were administered to 460 nurses in Romanian hospital settings over three time points separated by two-week intervals and the hypotheses were tested using generalised multilevel structural equation modeling (GSEM) with STATA. The findings revealed that ethical leadership has a beneficial effect on employee attitudes by reducing disengagement. However, the relationship between ethical leadership and disengagement was moderated by co-worker social undermining, such that when undermining was higher, the significance of the mediated relationships disappeared. These results suggest that while ethical leaders can promote positive employee attitudes, their effectiveness is reduced in situations where co-worker undermining exists.

     

The influences of cooperative climate,competitive climate and customer empowerment on service creativity

To extend the relationship between customer empowerment and creativity, this study explores the mediating effects of intrinsic and extrinsic motivations (individual level). The study aims to clarify whether cooperative and competitive climates influence service creativity through intrinsic and extrinsic motivations (across level). A matching sample of 333 coaches and customers from 30 stores in the fitness industry was used to examine the study hypotheses by employing Mplus 8.3 statistical software. The results show that (1) customer empowerment and cooperative climate have significant positive effects on service creativity (that is, the service creativity of coaches); (2) the intrinsic motivation of coaches mediates the relationship between customer empowerment and service creativity; and (3) the intrinsic motivation of coaches mediates the relationship between cooperative climate and service creativity, but the mediating mechanism of extrinsic motivation does not exist in the relationship between competitive climate and service creativity.     

Is transformational leadership always good for employee task performance? Examining curvilinear and moderated relationships

Transformational leadership, generally considered as a desirable leadership style, has positive effects on various performance outcomes of employees; however, its productivity has been called into question because of a relative neglect of its negative aspects. Addressing this gap, an attempt at rethinking the relationship between transformational leadership and employee performance is important. The paradoxical perspective indicates that conflicting positive and negative effects of transformational leadership can coexist, which provides possibility and rationality for thorough consideration of employees’ task performance influenced by transformational leaders. Integrating the principle of diminishing marginal utility and the “Too-Much-ofa-Good-Thing (TMGT)” effect, this research explores an inverted U-shaped relationship between transformational leadership and employee task performance. Furthermore, applying social cognitive theory, we assume an employee’s proactive personality moderates the curvilinear influence of transformational leadership on employees’ task performance. As expected, results from a study of data from 209 supervisorsubordinate relationships from China showed that the inverted U-shaped relationship between transformational leadership and employees’ task performance was moderated by employees’ proactive personality. Theoretical and practical implications are discussed.     

Is transformational leadership always good for employee task performance? Examining curvilinear and moderated relationships

Transformational leadership, generally considered as a desirable leadership style, has positive effects on various performance outcomes of employees; however, its productivity has been called into question because of a relative neglect of its negative aspects. Addressing this gap, an attempt at rethinking the relationship between transformational leadership and employee performance is important. The paradoxical perspective indicates that conflicting positive and negative effects of transformational leadership can coexist, which provides possibility and rationality for thorough consideration of employees’ task performance influenced by transformational leaders. Integrating the principle of diminishing marginal utility and the “Too-Much-of-a-Good-Thing (TMGT)” effect, this research explores an inverted U-shaped relationship between transformational leadership and employee task performance. Furthermore, applying social cognitive theory, we assume an employee’s proactive personality moderates the curvilinear influence of transformational leadership on employees’ task performance. As expected, results from a study of data from 209 supervisor-subordinate relationships from China showed that the inverted U-shaped relationship between transformational leadership and employees’ task performance was moderated by employees’ proactive personality. Theoretical and practical implications are discussed.     

Ethical leadership,organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry

This study examines the link between ethical leadership and employee voice behaviour by focusing on the mediating role of organizational identification and the moderating role of organizational trust. The results of distinctive data from 293 supervisors–follower pairs in an insurance group from the People's Republic of China reveal that ethical leadership positively relates to employee voice behaviour, and that organization identification fully mediates the positive influence of ethical leadership on employee voice behaviour. We also found that organization trust moderates the relationship between the organization identification and employee voice. Furthermore, the mediating effect between ethical leadership and employee voice is moderated by organizational trust, that is to say moderated mediation. We discuss implications of these findings for research and practice.     

中国文化情景下组织内创造力的多层面精神性动力机制研究

精神性的觉醒和焕发往往带来创造力的迸发，但其动力机制尚待探索。整合变革应对理论、精神性理论和创造力理论提出包含中国传统精神性的多层面变革应对框架，在此框架下研究组织内创造力的多层面精神性动力机制。具体包括四个子研究：一是探讨员工创造力的精神性动力因素及其动力机制；二是探讨团队创造力的精神性动力因素及其动力机制；三是探讨组织创造力的精神性动力因素及其动力机制；四是探讨组织内创造力的精神性动力的纵向传导机制，即企业创始人精神型领导的垂滴效应。本研究揭示了组织内创造力激发的多层面精神性源泉及其动力机理，拓宽了组织内创造力多层面产生的理论基础和研究视角，为基于精神性激活组织内创造力提供了理论借鉴。     

The Effect of Normative Expectations on Employees’ Intrinsic Interest in Creativity: Is There also a Mediating Mechanism?

As the core element of a firm’s innovation capabilities and the source of firm growth, increasing employee creativity is a primary goal of organizations. Based on social cognitive theory, role theory, and creativity theory, this paper investigates the relationship between perception of normative expectations and employees’ intrinsic interest in creativity, as well as explores the role of self-efficacy in this relationship. We use data from a survey questionnaire of 2,035 employees from 185 firms in different geographic locations across China. Our empirical findings reveal that when employees perceive a normative expectation coming from leaders, family or customers, coupled with the fear of failing to satisfy the expectations of those referent groups, it positively and significantly affects their intrinsic interest in creativity. In addition, self-efficacy not only positively and significantly affects employees’ intrinsic interest in creativity, but also plays a partially mediating role in the relationship between the perception of expectation and employees’ intrinsic interest in creativity.     

The Moderated Influence of Ethical Leadership,Via Meaningful Work,on Followers’ Engagement,Organizational Identification,and Envy

This study examines a proposed model whereby ethical leadership positively influences the level of meaning followers experience in their work, which in turn positively impacts followers’ levels of work engagement and organizational identification, as well as reduces their levels of workplace envy. We further hypothesized that cognitive reappraisal strategies for emotional regulation would moderate the ethical leadership–meaningful work relationship. The model was tested in a stratified random field sample of 440 employees and their direct supervisors in the aviation industry in Turkey. Results based on data collected at two points in time showed that ethical leadership has a significant and positive direct effect on engagement and organizational identification, as well as indirect effects on those two outcomes through meaningfulness. Finally, results show that ethical leadership has a significant negative direct effect on workplace envy. Further, results showed that cognitive reappraisal emotion regulation strategy positively moderates, i.e., strengthens, the relationship between ethical leadership and meaningful work.     

Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation

This study examines the relationship between procedural justice and employee job insecurity, and the boundary conditions of this relationship. Drawing upon uncertainty management theory and ethical leadership research, we hypothesized that procedural justice is negatively related to job insecurity, and that this relationship is moderated by ethical leadership. We further predicted that the moderating relationship would be more pronounced among employees with a low power distance orientation. We tested our hypotheses using a sample of 381 workers in Macau and Southern China. The results support all of our hypotheses. The implications of these results for research and practice are discussed.     

Role of authentic leadership and personal mastery in predicting employee creative behavior: A self-determination perspective

Personality dispositions and their role in inducing employee creative behavior are well documented in the literature. However, much is unexplored about the collective and relative contribution of personality orientations and environmental factors in explaining creative behavior. This study used a framework based on selfdetermination theory (SDT) to measure the combined and relative contribution of personal mastery orientation and authentic leadership in predicting employee creative behavior as mediated by autonomous motivation. A self-reported survey was conducted among software developers working in software houses. The results of the study show that both personal mastery and authentic leadership are significant predictors of employee creative behavior. In addition, autonomous motivation significantly mediates the relationship between personal mastery, authentic leadership, and creative behavior. The findings of the study lend support to the combined effect of personality orientation and environmental factors in predicting employee creative behavior and test the SDT framework’s efficacy in predicting creative behavior.     

工作自主性、技能多样性与员工创造力:基于个性特征的调节效应模型

基于工作特征模型合理优化工作设计是企业管理者提升员工创造力的重要途径,文章通过对236名企业员工的问卷调查,实证研究工作自主性和技能多样性对员工创造力的影响,并从“人一职”匹配理论视角探讨学习目标取向和创意自我效能感的调节效应.结果表明:工作自主性和技能多样性均对员工创造力有正向预测作用;创意自我效能感越强,工作自主性与创造力的正相关性越弱,技能多样性与创造力的正相关性越强.文章最后总结了研究结果的理论和实践意义,并指出了未来的研究方向.