Do the right thing the right way! How ethical leaders increase employees creative performance

Gespeichert in:

Autor*in:	Wadei, Kwame Ansong [verfasserIn] Asaah, Jenkins Atarisigna [verfasserIn] Amoah-Ashyiah, Ambrose [verfasserIn] Wadei, Bernice [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2023

Schlagwörter:	ethical leadership employee creative performance creative self-Efficacy job autonomy

Übergeordnetes Werk:	Enthalten in: Journal of leadership & organizational studies - Thousand Oaks, Calif. : Sage, 2002, 30(2023), 4 vom: Nov., Seite 428-441
Übergeordnetes Werk:	volume:30 ; year:2023 ; number:4 ; month:11 ; pages:428-441

Links:	Link aufrufen Link aufrufen

DOI / URN:	10.1177/15480518231195597

Katalog-ID:	1871807921

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allfields	10.1177/15480518231195597 doi (DE-627)1871807921 (DE-599)KXP1871807921 DE-627 ger DE-627 rda eng Wadei, Kwame Ansong verfasserin (DE-588)1216278709 (DE-627)172754885X aut Do the right thing the right way! How ethical leaders increase employees creative performance Kwame Ansong Wadei, Jenkins Atarisigna Asaah, Ambrose Amoah-Ashyiah, and Bernice Wadei 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier ethical leadership (dpeaa)DE-206 employee creative performance (dpeaa)DE-206 creative self-Efficacy (dpeaa)DE-206 job autonomy (dpeaa)DE-206 Asaah, Jenkins Atarisigna verfasserin (DE-588)1216278687 (DE-627)1727548760 aut Amoah-Ashyiah, Ambrose verfasserin aut Wadei, Bernice verfasserin aut Enthalten in Journal of leadership & organizational studies Thousand Oaks, Calif. : Sage, 2002 30(2023), 4 vom: Nov., Seite 428-441 Online-Ressource (DE-627)47265098X (DE-600)2168520-4 (DE-576)276558863 1939-7089 nnns volume:30 year:2023 number:4 month:11 pages:428-441 https://journals.sagepub.com/doi/pdf/10.1177/15480518231195597 Verlag kostenfrei https://doi.org/10.1177/15480518231195597 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 4 11 428-441 26 01 0206 4424944697 x1z 04-12-23 2403 01 DE-LFER 4450524616 00 --%%-- --%%-- n --%%-- l01 08-01-24 2403 01 DE-LFER https://doi.org/10.1177/15480518231195597 26 00 DE-206 This study presents a moderated mediation model of leadership influences by examining the effects of ethical leadership on employee creative performance, using data from 342 employees matched with their supervisors in small and medium organizations in Ghana. The study revealed that creative self-efficacy mediated the positive relationship between ethical leadership and employee creative performance from the SPSS macro-PROCESS analysis. Additionally, job autonomy was identified as a situational moderator in the ethical leadership and employee creative self-efficacy relationship. Thus, the relationship between ethical leadership and employee creative self-efficacy was stronger as the job autonomy level rose. Finally, the theoretical contributions, practical implications as well as limitations, and future research directions were also discussed.
spelling	10.1177/15480518231195597 doi (DE-627)1871807921 (DE-599)KXP1871807921 DE-627 ger DE-627 rda eng Wadei, Kwame Ansong verfasserin (DE-588)1216278709 (DE-627)172754885X aut Do the right thing the right way! How ethical leaders increase employees creative performance Kwame Ansong Wadei, Jenkins Atarisigna Asaah, Ambrose Amoah-Ashyiah, and Bernice Wadei 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier ethical leadership (dpeaa)DE-206 employee creative performance (dpeaa)DE-206 creative self-Efficacy (dpeaa)DE-206 job autonomy (dpeaa)DE-206 Asaah, Jenkins Atarisigna verfasserin (DE-588)1216278687 (DE-627)1727548760 aut Amoah-Ashyiah, Ambrose verfasserin aut Wadei, Bernice verfasserin aut Enthalten in Journal of leadership & organizational studies Thousand Oaks, Calif. : Sage, 2002 30(2023), 4 vom: Nov., Seite 428-441 Online-Ressource (DE-627)47265098X (DE-600)2168520-4 (DE-576)276558863 1939-7089 nnns volume:30 year:2023 number:4 month:11 pages:428-441 https://journals.sagepub.com/doi/pdf/10.1177/15480518231195597 Verlag kostenfrei https://doi.org/10.1177/15480518231195597 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 4 11 428-441 26 01 0206 4424944697 x1z 04-12-23 2403 01 DE-LFER 4450524616 00 --%%-- --%%-- n --%%-- l01 08-01-24 2403 01 DE-LFER https://doi.org/10.1177/15480518231195597 26 00 DE-206 This study presents a moderated mediation model of leadership influences by examining the effects of ethical leadership on employee creative performance, using data from 342 employees matched with their supervisors in small and medium organizations in Ghana. The study revealed that creative self-efficacy mediated the positive relationship between ethical leadership and employee creative performance from the SPSS macro-PROCESS analysis. Additionally, job autonomy was identified as a situational moderator in the ethical leadership and employee creative self-efficacy relationship. Thus, the relationship between ethical leadership and employee creative self-efficacy was stronger as the job autonomy level rose. Finally, the theoretical contributions, practical implications as well as limitations, and future research directions were also discussed.
allfields_unstemmed	10.1177/15480518231195597 doi (DE-627)1871807921 (DE-599)KXP1871807921 DE-627 ger DE-627 rda eng Wadei, Kwame Ansong verfasserin (DE-588)1216278709 (DE-627)172754885X aut Do the right thing the right way! How ethical leaders increase employees creative performance Kwame Ansong Wadei, Jenkins Atarisigna Asaah, Ambrose Amoah-Ashyiah, and Bernice Wadei 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier ethical leadership (dpeaa)DE-206 employee creative performance (dpeaa)DE-206 creative self-Efficacy (dpeaa)DE-206 job autonomy (dpeaa)DE-206 Asaah, Jenkins Atarisigna verfasserin (DE-588)1216278687 (DE-627)1727548760 aut Amoah-Ashyiah, Ambrose verfasserin aut Wadei, Bernice verfasserin aut Enthalten in Journal of leadership & organizational studies Thousand Oaks, Calif. : Sage, 2002 30(2023), 4 vom: Nov., Seite 428-441 Online-Ressource (DE-627)47265098X (DE-600)2168520-4 (DE-576)276558863 1939-7089 nnns volume:30 year:2023 number:4 month:11 pages:428-441 https://journals.sagepub.com/doi/pdf/10.1177/15480518231195597 Verlag kostenfrei https://doi.org/10.1177/15480518231195597 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 4 11 428-441 26 01 0206 4424944697 x1z 04-12-23 2403 01 DE-LFER 4450524616 00 --%%-- --%%-- n --%%-- l01 08-01-24 2403 01 DE-LFER https://doi.org/10.1177/15480518231195597 26 00 DE-206 This study presents a moderated mediation model of leadership influences by examining the effects of ethical leadership on employee creative performance, using data from 342 employees matched with their supervisors in small and medium organizations in Ghana. The study revealed that creative self-efficacy mediated the positive relationship between ethical leadership and employee creative performance from the SPSS macro-PROCESS analysis. Additionally, job autonomy was identified as a situational moderator in the ethical leadership and employee creative self-efficacy relationship. Thus, the relationship between ethical leadership and employee creative self-efficacy was stronger as the job autonomy level rose. Finally, the theoretical contributions, practical implications as well as limitations, and future research directions were also discussed.
allfieldsGer	10.1177/15480518231195597 doi (DE-627)1871807921 (DE-599)KXP1871807921 DE-627 ger DE-627 rda eng Wadei, Kwame Ansong verfasserin (DE-588)1216278709 (DE-627)172754885X aut Do the right thing the right way! How ethical leaders increase employees creative performance Kwame Ansong Wadei, Jenkins Atarisigna Asaah, Ambrose Amoah-Ashyiah, and Bernice Wadei 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier ethical leadership (dpeaa)DE-206 employee creative performance (dpeaa)DE-206 creative self-Efficacy (dpeaa)DE-206 job autonomy (dpeaa)DE-206 Asaah, Jenkins Atarisigna verfasserin (DE-588)1216278687 (DE-627)1727548760 aut Amoah-Ashyiah, Ambrose verfasserin aut Wadei, Bernice verfasserin aut Enthalten in Journal of leadership & organizational studies Thousand Oaks, Calif. : Sage, 2002 30(2023), 4 vom: Nov., Seite 428-441 Online-Ressource (DE-627)47265098X (DE-600)2168520-4 (DE-576)276558863 1939-7089 nnns volume:30 year:2023 number:4 month:11 pages:428-441 https://journals.sagepub.com/doi/pdf/10.1177/15480518231195597 Verlag kostenfrei https://doi.org/10.1177/15480518231195597 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 4 11 428-441 26 01 0206 4424944697 x1z 04-12-23 2403 01 DE-LFER 4450524616 00 --%%-- --%%-- n --%%-- l01 08-01-24 2403 01 DE-LFER https://doi.org/10.1177/15480518231195597 26 00 DE-206 This study presents a moderated mediation model of leadership influences by examining the effects of ethical leadership on employee creative performance, using data from 342 employees matched with their supervisors in small and medium organizations in Ghana. The study revealed that creative self-efficacy mediated the positive relationship between ethical leadership and employee creative performance from the SPSS macro-PROCESS analysis. Additionally, job autonomy was identified as a situational moderator in the ethical leadership and employee creative self-efficacy relationship. Thus, the relationship between ethical leadership and employee creative self-efficacy was stronger as the job autonomy level rose. Finally, the theoretical contributions, practical implications as well as limitations, and future research directions were also discussed.
allfieldsSound	10.1177/15480518231195597 doi (DE-627)1871807921 (DE-599)KXP1871807921 DE-627 ger DE-627 rda eng Wadei, Kwame Ansong verfasserin (DE-588)1216278709 (DE-627)172754885X aut Do the right thing the right way! How ethical leaders increase employees creative performance Kwame Ansong Wadei, Jenkins Atarisigna Asaah, Ambrose Amoah-Ashyiah, and Bernice Wadei 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier ethical leadership (dpeaa)DE-206 employee creative performance (dpeaa)DE-206 creative self-Efficacy (dpeaa)DE-206 job autonomy (dpeaa)DE-206 Asaah, Jenkins Atarisigna verfasserin (DE-588)1216278687 (DE-627)1727548760 aut Amoah-Ashyiah, Ambrose verfasserin aut Wadei, Bernice verfasserin aut Enthalten in Journal of leadership & organizational studies Thousand Oaks, Calif. : Sage, 2002 30(2023), 4 vom: Nov., Seite 428-441 Online-Ressource (DE-627)47265098X (DE-600)2168520-4 (DE-576)276558863 1939-7089 nnns volume:30 year:2023 number:4 month:11 pages:428-441 https://journals.sagepub.com/doi/pdf/10.1177/15480518231195597 Verlag kostenfrei https://doi.org/10.1177/15480518231195597 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_187 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 30 2023 4 11 428-441 26 01 0206 4424944697 x1z 04-12-23 2403 01 DE-LFER 4450524616 00 --%%-- --%%-- n --%%-- l01 08-01-24 2403 01 DE-LFER https://doi.org/10.1177/15480518231195597 26 00 DE-206 This study presents a moderated mediation model of leadership influences by examining the effects of ethical leadership on employee creative performance, using data from 342 employees matched with their supervisors in small and medium organizations in Ghana. The study revealed that creative self-efficacy mediated the positive relationship between ethical leadership and employee creative performance from the SPSS macro-PROCESS analysis. Additionally, job autonomy was identified as a situational moderator in the ethical leadership and employee creative self-efficacy relationship. Thus, the relationship between ethical leadership and employee creative self-efficacy was stronger as the job autonomy level rose. Finally, the theoretical contributions, practical implications as well as limitations, and future research directions were also discussed.
language	English
source	Enthalten in Journal of leadership & organizational studies 30(2023), 4 vom: Nov., Seite 428-441 volume:30 year:2023 number:4 month:11 pages:428-441
sourceStr	Enthalten in Journal of leadership & organizational studies 30(2023), 4 vom: Nov., Seite 428-441 volume:30 year:2023 number:4 month:11 pages:428-441
format_phy_str_mv	Article
building	26:1 2403:0
institution	findex.gbv.de
selectbib_iln_str_mv	26@1z 2403@01
topic_facet	ethical leadership employee creative performance creative self-Efficacy job autonomy
sw_local_iln_str_mv	26: DE-206:
isfreeaccess_bool	true
container_title	Journal of leadership & organizational studies
authorswithroles_txt_mv	Wadei, Kwame Ansong @@aut@@ Asaah, Jenkins Atarisigna @@aut@@ Amoah-Ashyiah, Ambrose @@aut@@ Wadei, Bernice @@aut@@
publishDateDaySort_date	2023-11-01T00:00:00Z
hierarchy_top_id	47265098X
id	1871807921
language_de	englisch
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spellingShingle	Wadei, Kwame Ansong misc ethical leadership misc employee creative performance misc creative self-Efficacy misc job autonomy Do the right thing the right way! How ethical leaders increase employees creative performance
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topic_title	26 00 DE-206 This study presents a moderated mediation model of leadership influences by examining the effects of ethical leadership on employee creative performance, using data from 342 employees matched with their supervisors in small and medium organizations in Ghana. The study revealed that creative self-efficacy mediated the positive relationship between ethical leadership and employee creative performance from the SPSS macro-PROCESS analysis. Additionally, job autonomy was identified as a situational moderator in the ethical leadership and employee creative self-efficacy relationship. Thus, the relationship between ethical leadership and employee creative self-efficacy was stronger as the job autonomy level rose. Finally, the theoretical contributions, practical implications as well as limitations, and future research directions were also discussed Do the right thing the right way! How ethical leaders increase employees creative performance Kwame Ansong Wadei, Jenkins Atarisigna Asaah, Ambrose Amoah-Ashyiah, and Bernice Wadei ethical leadership (dpeaa)DE-206 employee creative performance (dpeaa)DE-206 creative self-Efficacy (dpeaa)DE-206 job autonomy (dpeaa)DE-206
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title_short	Do the right thing the right way! How ethical leaders increase employees creative performance
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"><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">This study presents a moderated mediation model of leadership influences by examining the effects of ethical leadership on employee creative performance, using data from 342 employees matched with their supervisors in small and medium organizations in Ghana. The study revealed that creative self-efficacy mediated the positive relationship between ethical leadership and employee creative performance from the SPSS macro-PROCESS analysis. Additionally, job autonomy was identified as a situational moderator in the ethical leadership and employee creative self-efficacy relationship. Thus, the relationship between ethical leadership and employee creative self-efficacy was stronger as the job autonomy level rose. Finally, the theoretical contributions, practical implications as well as limitations, and future research directions were also discussed.</subfield></datafield></record></collection>
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Do the right thing the right way! How ethical leaders increase employees creative performance

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