How is Benevolent Leadership Linked to Employee Creativity? The Mediating Role of Leader–Member Exchange and the Moderating Role of Power Distance Orientation

Weipeng Lin (), Jingjing Ma (), Qi Zhang (), Jenny Chen Li () and Feng Jiang ()
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Weipeng Lin: Nankai University
Jingjing Ma: Michigan State University
Qi Zhang: Purdue University
Jenny Chen Li: Peking University
Feng Jiang: Central University of Finance and Economics

Journal of Business Ethics, 2018, vol. 152, issue 4, No 14, 1099-1115

Abstract: Abstract Previous research has shown that virtuous leader behavior in the form of benevolent leadership has considerable impact on employee creativity. However, little is known as to how and under what conditions these constructs are linked. In the current research, we proposed and tested a moderated mediation model positing leader–member exchange (LMX) as a mediator, and employee power-distance orientation as a moderator of this relationship. Two studies were conducted to test our hypothesized model. In Study 1, repeated measured data collected from 284 Chinese employees in an information technology company demonstrated that benevolent leadership had a lagged effect on LMX. In Study 2, analyses of multisource and lagged data from 391 Chinese employees in 42 research and development teams, and their direct supervisors indicated that benevolent leadership was positively related to supervisor-rated employee creativity via LMX. In addition, the relationship between benevolent leadership and LMX was stronger for employees high in power-distance orientation. Theoretical implications of benevolent leadership’s research and practical contributions concerning promoting creativity in organizations where benevolent leaders prevail are also discussed.

Keywords: Benevolent leadership; Leader–member exchange; Creativity; Power distance (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (18)

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DOI: 10.1007/s10551-016-3314-4

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