This article identifies the association amid moral leadership along with employee creativity, treats identification of workforces with leader and leader-member exchange (LME) as two mediators and builds innovative hypothetical approach regarding employee creativity. Furthermore, employee recognition with leaders partially mediates the association amid LMX and moral development. In this way, employee identification with leader highly influences the LMX that can lead to high creativity (Gu, Tang, and Jiang, 2015).
Key elements of the article:
The study’s objectives
Under this study, the key objective of this research is to address the role of identification of workforces with leader and leader-member exchange (LME) as two mediators in investigating the association amid the employee creativity as well as moral leadership in the context of China.
This research is significant to understand the identification of workforces with leader and leader-member exchange (LME) in the context of China (Walumbwa, Mayer, Wang, Wang, Workman, and Christensen, 2011).
The researcher has contributed spark interest and adds innovative vocabulary with the conversion with regards to employee creativity and moral leadership in the Confucianism-speci?c context.
For this study, the researcher has gathered the data from two modes like subordinates as well as supervisors. The questionnaire of subordinated involves the independent variables, intermediating variables, and control variables while the questionnaire of supervisor involves the dependent variable regarding employee creativity. Information was gathered from 160 supervisors and subordinates dyads in the People’s Republic of China. These data was beneficial to understand that moral leadership is optimistically associated with both recognition of workforces with the leader and leader-member exchange (Gu, Tang, and Jiang, 2015).
Findings provide innovative notional structure regarding development of future theory and assessing the creativity and practical implication for investigator and executives in the business ethics. The result of this research demonstrates the device where the moral leadership is favorably associated with creativity of workforces from relational perspectives in a context of China in which existence of Confucianism, collectivism, and power distance is high. It was also found that there is a positive liaison among moral leadership as well as employee creativity, which is arbitrated by the recognition of workforces with leader-member exchange and leaders (Gu, Tang, and Jiang, 2015).
From the study of this article, it can be recommended that the company should focus on leader choice with a focus on the moral requirement as well as other significant qualification. It should also facilitate the recognition and reward employee’s behavior, and moral leadership training and education (Zhang, Huai, and Xie, 2015). The company may also build a culture with moral values and creativity at the workplace. These strategies will target to develop the moral leadership in terms of gaining the creativity of workforces and avoid the possible dark side of creativity among workforces. Leaders in China should also focus on their own moral behavior such as willpower, justice, integrity, and role modeling that may improve the leader-member exchange, creativity of workforces and employee’s identification (Chen, and Hou, 2016).
Purpose of an article summary is to give the reader a brief,
The key purpose of this article is to clarify the mediating procedures from ethical leadership to creativity among workforces. This study has covered different chapters to gather the data in systematic manners. These chapters were involved introduction, literature review, research methodology, findings and conclusion (Gu, Tang, and Jiang, 2015).
Chen, A. S. Y., & Hou, Y. H. (2016). The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination. The Leadership Quarterly, 27(1), 1-13.
Gu, Q., Tang, T. L. P., & Jiang, W. (2015). Does moral leadership enhance employee creativity? Employee identification with leader and leader-member exchange (LMX) in the Chinese context. Journal of Business Ethics, 126(3), 513-529.
Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115(2), 204-213.
Zhang, Y., Huai, M. Y., & Xie, Y. H. (2015). Paternalistic leadership and employee voice in China: A dual process model. The Leadership Quarterly, 26(1), 25-36.