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The Mediation Effect of Ethical Leadership and Creative Performance: A Social Information Processing Perspective
Author(s) -
Wadei Kwame Ansong,
Chen Lu,
Frempong Joseph,
Appienti William Ansah
Publication year - 2021
Publication title -
the journal of creative behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.896
H-Index - 55
eISSN - 2162-6057
pISSN - 0022-0175
DOI - 10.1002/jocb.449
Subject(s) - ethical leadership , psychology , supervisor , perspective (graphical) , social psychology , mediation , social information processing , multilevel model , psychological safety , management , sociology , computer science , machine learning , economics , social science , cognition , artificial intelligence , neuroscience
Drawing upon social information processing theory, the study examined how ethical leadership shapes creative performance. Specifically, we tested a theoretical model integrating the sequential roles of psychological safety and creative self‐efficacy. A two‐waved sample of 512 supervisor‐subordinate dyads from frontline employees of three service industries located in Ghana was administered. The results of the hierarchical linear modeling analysis revealed that there is a positive relationship between ethical leadership and creative performance and that psychological safety positively and significantly mediates the relationship between ethical leadership and creative performance. Similarly, creative self‐efficacy significantly and positively mediates the relationship between ethical leadership and creative performance. Moreover, both psychological safety and creative self‐efficacy sequentially mediate the relationship between ethical leadership and creative performance. We discuss the implications of these results for research and practice.