Ethical Leadership and Team-Level Creativity: Mediation of Psychological Safety Climate and Moderation of Supervisor Support for Creativity

Yidong Tu (), Xinxin Lu, Jin Nam Choi () and Wei Guo
Additional contact information
Yidong Tu: Wuhan University
Xinxin Lu: University of Illinois at Chicago
Jin Nam Choi: Seoul National University
Wei Guo: Beijing Municipal Human Resources and Social Security Bureau

Journal of Business Ethics, 2019, vol. 159, issue 2, No 16, 565 pages

Abstract: Abstract This study explores how and when ethical leadership predicts three forms of team-level creativity, namely team creativity, average of member creativity, and dispersion of member creativity. The results, based on 230 members of 44 knowledge work teams from Chinese organizations, showed that ethical leadership was positively related to team creativity and average of member creativity but was negatively related to dispersion of member creativity. Consistent with the predictions of uncertainty reduction theory, psychological safety climate mediated the relationship between ethical leadership and the three forms of team-level creativity. Furthermore, supervisor support for creativity positively moderated the effect of ethical leadership on psychological safety climate and the indirect effects of ethical leadership on the three forms of team-level creativity through psychological safety climate. The analysis offers significant theoretical and practical implications on ethical leadership and creativity in organizations.

Keywords: Ethical leadership; Psychological safety climate; Supervisor support for creativity; Team creativity; Average of member creativity; Dispersion of member creativity (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (19)

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DOI: 10.1007/s10551-018-3839-9

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