Linking ethical leadership to employee creativity: Knowledge sharing and self-efficacy as mediators

Yueru Ma1, Weibo Cheng1, Barbara A. Ribbens2, Juanmei Zhou1
1School of Business, Central South University, People’s Republic of China
2Department of Management and Quantitative Methods, Illinois State University, United States
Cite this article:  Ma, Y., Cheng, W., Ribbens, B. A., & Zhou, J. (2013). Linking ethical leadership to employee creativity: Knowledge sharing and self-efficacy as mediators. Social Behavior and Personality: An international journal, 41(9), 1409-1420.

Volume 41 Issue 9 | e3340 | Published: October 2013 | DOI: https://doi.org/10.2224/sbp.2013.41.9.1409

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Using social exchange theory and social learning theory, we examined the influence of ethical leadership on employee creativity through the mediation of knowledge sharing and self-efficacy. We tested our hypotheses with a sample of 309 employees and their supervisors from 4 Chinese companies, using a multiple mediation model. The results showed that ethical leadership was positively related to employee creativity and that this relationship was mediated by knowledge sharing and self-efficacy.

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