Does Moral Leadership Enhance Employee Creativity? Employee Identification with Leader and Leader–Member Exchange (LMX) in the Chinese Context

Qinxuan Gu (), Thomas Tang () and Wan Jiang ()

Journal of Business Ethics, 2015, vol. 126, issue 3, 513-529

Abstract: 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. Copyright Springer Science+Business Media Dordrecht 2015

Keywords: Paternalistic leadership; Moral leadership; Identification with leader; Leader–member exchange (LMX); Relational process; Confucianism; Employee creativity (search for similar items in EconPapers)
Date: 2015
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Citations: View citations in EconPapers (44)

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DOI: 10.1007/s10551-013-1967-9

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