In this article, drawing from a relational perspective, we explore the relationship between moral leadership and employee creativity, treat employee identification with leader and leader–member exchange (LMX) as two mediators, and develop a new theoretical model of employee creativity. Our data collected from 160 supervisor–subordinate dyads in the People’s Republic of China demonstrate that moral leadership is positively related to both employee identification with leader and LMX. Further, employee identification with leader partially mediates the relationship between moral leadership and LMX. In particular, employee identification with leader greatly enhances LMX which leads to high creativity. Overall, the relationship between moral leadership and employee creativity is mediated by not only employee identification with leader but also LMX. Our findings offer a new theoretical framework for future theory development and testing on creativity as well as practical implications for researchers and managers in business ethics.

Does moral leadership enhance employee creativity? Employee identification with leader and leader–member exchange (LMX) in the Chinese context.

This study examines the criterion-related and incremental validity of ethical leadership (EL) with meta-analytic data. Across 101 samples published over the last 15 years (N = 29,620), we observed that EL demonstrated acceptable criterion-related validity with variables that tap followers' job attitudes, job performance, and evaluations of their leaders. Further, followers' trust in the leader mediated the relationships of EL with job attitudes and performance. In terms of incremental validity, we found that EL significantly, albeit weakly in some cases, predicted task performance, citizenship behavior, and counterproductive work behavior-even after controlling for the effects of such variables as transformational leadership, use of contingent rewards, management by exception, interactional fairness, and destructive leadership. The article concludes with a discussion of ways to strengthen the incremental validity of EL. (PsycINFO Database Record

Ethical leadership: meta-analytic evidence of criterion-related and incremental validity.

Using data collected at two phases, this study examines why and how ethical leadership behavior influences employees’ evaluations of organization-focused justice, i.e., procedural justice and distributive justice. By proposing ethical leaders as moral agents of the organization, we build up the linkage between ethical leadership behavior and the above two types of organization-focused justice. We further suggest trust in organization as a key mediating mechanism in the linkage. Our findings indicate that ethical leadership behavior engenders employees’ trust in their employing organization, which in turn promotes their justice perceptions toward the organization. The theoretical and practical implications of these findings are discussed, and some directions for future research are suggested.

Ethical Leadership Behavior and Employee Justice Perceptions: The Mediating Role of Trust in Organization

We report a systematic and critical review of abusive supervision research to provide a comprehensive catalogue of the correlates of abusive supervision (i.e., antecedents, outcomes, mediators, and moderators) and identify four major challenges facing the field. First, abusive supervision is conceptualized in a confused manner that conflates followers’ subjective evaluations of abuse with leaders’ behaviors. Second, we consider how conceptual confusion is reflected in and undermines dominant measurement tools. Third, we identify and critique overreliance on cross-sectional survey-based studies and vignette experiments, which vary considerably in the extent to which they can evidence causal effects. Fourth, we consider the fact that abusive supervision is a low base rate phenomenon (i.e., is rarely reported). Using novel and simulated data we demonstrate that most past research is ill-equipped to make claims about the effects of intermediate or high levels of abusive supervision. Throughout, we explain how each challenge limits past research and offer achievable recommendations for a fundamental rethink of abusive supervision. In the discussion, we synthesize the recommendations for rethinking the conceptualization, measurement, and empirical study of abusive supervision. Only by overcoming these challenges will future research be robust enough to provide meaningful theoretical advances and useful policy implications.

Abusive supervision: A systematic review and fundamental rethink

Scholars continue to debate whether voice and silence are opposites or distinct constructs. This ambiguity has prevented meaningful theoretical advancements about employees’ voice and silence at wo...

Distinguishing Voice and Silence at Work: Unique Relationships with Perceived Impact, Psychological Safety, and Burnout

\nPurpose\nThis study aims to investigate the differential roles of self-esteem and co-rumination in the mediated relationship between abusive supervision and knowledge hiding via psychological safety.\n\n\nDesign/methodology/approach\nThe study used a three-wave time-lagged design and data were collected from 388 full-time employees in India.\n\n\nFindings\nThe results show that psychological safety mediated the impact abusive supervision had on knowledge hiding. Further, this impact was weakened by higher self-esteem as employees with higher self-esteem were less affected by the impact of abusive supervision on psychological safety and knowledge hiding; but this impact was amplified by more co-rumination as employees who co-ruminated more were also more affected by abusive supervision in psychological safety and knowledge hiding.\n\n\nResearch limitations/implications\nA cross-sectional design and the use of self-reported questionnaires are a few limitations of this study.\n\n\nOriginality/value\nThis study took a purposeful deviation from the traditional path of organizational justice to the study of abusive supervision and psychological safety and endeavored an alternate route, one of resource conservation. Further, employees have diverse reasons that heighten or dampen their inclination to hide knowledge from others in the workplace. The study examines co-rumination and self-esteem as possible boundary conditions.\n

How and when abusive supervision influences knowledge hiding behavior: evidence from India

Using a sample of 488 employees from a large information technology firm in mainland China, this article examines the relationships between leader trustworthiness, employee voice, and supervisor-ra...

The Impact of Leader Trustworthiness on Employee Voice and Performance in China

The relations among self-esteem, stress, and ingratiatory behaviors in the workplace were examined. Competing models for moderating and mediating effects of self-esteem on the relationship between stress and ingratiation were presented. Data from a sample of 136 employees at a state lottery organization were used to test the competing models. Support was found for the full mediation model, wherein self-esteem completely mediated the relationship between stress and ingratiation.

Role of Self-Esteem in the Relationship between Stress and Ingratiation:

While research on voice in Western cultures has demonstrated positive effects at both the individual and the organizational level, there has been relatively less research done on the emergence and ...

"The Voice of a Leader; An Examination of Leader Trustworthiness, Voice, and Performance in China"

Purpose – The purpose of this study is to examine the mediating role of perceived procedural justice and interactional justice on the relationship between moral leadership and the four psychological empowerment dimensions manifested in individuals' perceptions of meaning, competence, self‐determination, and impact.Design/methodology/approach – Data from 241 subordinates, who reported to 110 supervisors, were collected from clothing companies in southern mainland China. The subordinates responded to a self‐report survey, which consisted of the variables of interest. Because of the nature of nested data, hierarchical linear regression (HLM 6.0) was used for analysis.Findings – A fully mediated model of perceived justice was supported. Procedural justice and interactional justice were found to be differentially associated with the elements of psychological empowerment. Specifically, while perceived procedural justice accounted for more unique variance in the empowerment facets of meaning, competence, and imp...

Moral leadership and psychological empowerment in China

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