Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach
Abstract
:1. Introduction
2. Theory and Hypotheses
2.1. Ethical Leadership and Employee Creativity
2.2. Ethical Leadership and Work Engagement
2.3. The Mediating Role of Affective Commitment and Work Engagement
3. Materials and Methods
3.1. Participants and Procedure
3.2. Common Method Variance Issue
3.3. Measures
4. Results
4.1. Data Analysis
4.2. Descriptive Statistics
4.3. Confirmatory Factor Analysis
4.4. Hypothesis Testing
5. Discussion
6. Practical Implications
7. Study Limitations and Suggestions for Future Study
Author Contributions
Funding
Conflicts of Interest
Abbreviations
EL | ethical leadership |
AC | affective commitment |
WE | work engagement |
EC | employee creativity |
References
- Singh, S.K.; Burgess, T.F.; Heap, J.; Almatrooshi, B.; Farouk, S. Determinants of organizational performance: a proposed framework. Intl. J. Prod. Perf. Manag. 2016, 65, 844–859. [Google Scholar]
- Edwards-Schachter, M.; García-Granero, A.; Sánchez-Barrioluengo, M.; Quesada-Pineda, H.; Amara, N. Disentangling competences: Interrelationships on creativity, innovation and entrepreneurship. Think. Ski. Creat. 2015, 16, 27–39. [Google Scholar] [CrossRef]
- Hirst, G.; Van Knippenberg, D.; Zhou, J. A Cross-Level Perspective on Employee Creativity: Goal Orientation, Team Learning Behavior, and Individual Creativity. Acad. Manag. J. 2009, 52, 280–293. [Google Scholar] [CrossRef]
- McGrath, R.G.; Gourlay, A. The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business; Harvard Business Review Press: Brighton, UK, 2013. [Google Scholar]
- Lozano, R. Creativity and organizational learning as means to foster sustainability. Sustain. Dev. 2014, 22, 205–216. [Google Scholar] [CrossRef]
- Amabile, T.M.; Pratt, M.G. The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning. Res. Organ. Behav. 2016, 36, 157–183. [Google Scholar] [CrossRef]
- Williams, L.K.; McGuire, S.J. Economic creativity and innovation implementation: The entrepreneurial drivers of growth? Evidence from 63 countries. Small Bus. Econ. 2010, 34, 391–412. [Google Scholar] [CrossRef]
- Sosik, J.J.; Chun, J.U.; Ete, Z.; Arenas, F.J.; Scherer, J. Examining How Leader Character Strengths and Ethical Leadership Relate To Leader Outcomes. Acad. Manag. Proc. 2018, 2018. [Google Scholar] [CrossRef]
- Brown, M.E.; Treviño, L.K. Ethical leadership: A review and future directions. Leadersh. Q. 2006, 17, 595–616. [Google Scholar] [CrossRef]
- Toor, S.-U.-R.; Ofori, G. Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. J. Bus. Ethics 2009, 90, 533–547. [Google Scholar] [CrossRef]
- Newman, A.; Allen, B.; Miao, Q. I can see clearly now: The moderating effects of role clarity on subordinate responses to ethical leadership. Pers. Rev. 2015, 44, 611–628. [Google Scholar] [CrossRef]
- Newman, A.; Kiazad, K.; Miao, Q.; Cooper, B. Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organisational citizenship: A case of the head leading the heart? J. Bus. Ethics 2014, 123, 113–123. [Google Scholar] [CrossRef]
- Strom, D.L.; Sears, K.L.; Kelly, K.M. Work engagement: The roles of organizational justice and leadership style in predicting engagement among employees. J. Leadersh. Organ. Stud. 2014, 21, 71–82. [Google Scholar] [CrossRef]
- Kompaso, S.M.; Sridevi, M.S. Employee Engagement: The Key to Improving Performance. Int. J. Bus. Manag. 2010, 5, 89. [Google Scholar] [CrossRef]
- Blomme, R.J.; Kodden, B.; Beasley-Suffolk, A. Leadership theories and the concept of work engagement: Creating a conceptual framework for management implications and research. J. Manag. Organ. 2015, 21, 125–144. [Google Scholar] [CrossRef]
- Scott, G.; Leritz, L.E.; Mumford, M.D. The effectiveness of creativity training: A quantitative review. Creat. Res. J. 2004, 16, 361–388. [Google Scholar] [CrossRef]
- Hon, A.H.; Lui, S.S. Employee creativity and innovation in organizations: Review, integration, and future directions for hospitality research. Int. J. Contemp. Hosp. Manag. 2016, 28, 862–885. [Google Scholar] [CrossRef]
- George, J.M. 9 Creativity in Organizations. Acad. Manag. Ann. 2007, 1, 439–477. [Google Scholar] [CrossRef]
- Ahmad, I.; Gao, Y. Ethical leadership and work engagement: The roles of psychological empowerment and power distance orientation. Manag. Decis. 2018, 56, 1991–2005. [Google Scholar] [CrossRef]
- Ali Chughtai, A. Can ethical leaders enhance their followers’ creativity? Leadership 2016, 12, 230–249. [Google Scholar] [CrossRef]
- Feng, J.; Zhang, Y.; Liu, X.; Zhang, L.; Han, X. Just the right amount of ethics inspires creativity: A cross-level investigation of ethical leadership, intrinsic motivation, and employee creativity. J. Bus. Ethics 2018, 153, 645–658. [Google Scholar] [CrossRef]
- Blau, P.M. Exchange and Power in Social Life; Transaction Publishers: Piscatway, NJ, USA, 1964. [Google Scholar] [CrossRef]
- Bormann, K.C. Linking daily ethical leadership to followers’ daily behaviour: The roles of daily work engagement and previous abusive supervision. Eur. J. Work Organ. Psychol. 2017, 26, 1–11. [Google Scholar] [CrossRef]
- Demirtas, O.; Akdogan, A.A. The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. J. Bus. Ethics 2015, 130, 59–67. [Google Scholar] [CrossRef]
- Chen, A.S.-Y.; Hou, Y.-H. The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination. Leadersh. Q. 2016, 27, 1–13. [Google Scholar] [CrossRef]
- Dorfman, P.; Javidan, M.; Hanges, P.; Dastmalchian, A.; House, R. GLOBE: A twenty year journey into the intriguing world of culture and leadership. J. World Bus. 2012, 47, 504–518. [Google Scholar] [CrossRef]
- Hofstede, G. Cultural constraints in management theories. Acad. Manag. Perspect. 1993, 7, 81–94. [Google Scholar] [CrossRef]
- Resick, C.J.; Martin, G.S.; Keating, M.A.; Dickson, M.W.; Kwan, H.K.; Peng, C. What Ethical Leadership Means to Me: Asian, American, and European Perspectives. J. Bus. Ethics 2011, 101, 435–457. [Google Scholar] [CrossRef]
- Engelbrecht, A.S.; Heine, G.; Mahembe, B. Integrity, ethical leadership, trust and work engagement. Leadersh. Organ. Dev. J. 2017, 38, 368–379. [Google Scholar] [CrossRef] [Green Version]
- Javidan, M.; Carl, D.E. East Meets West: A Cross-Cultural Comparison of Charismatic Leadership among Canadian and Iranian Executives. J. Manag. Stud. 2004, 41, 665–691. [Google Scholar] [CrossRef]
- Brown, M.E.; Treviño, L.K.; Harrison, D.A. Ethical leadership: A social learning perspective for construct development and testing. Organ. Behav. Hum. Decis. Process. 2005, 97, 117–134. [Google Scholar] [CrossRef]
- Ferrell, O.C.; Fraedrich, J. Business Ethics: Ethical Decision Making & Cases; Cengage Learning: Boston, MA, USA, 2016. [Google Scholar]
- Mayer, D.M.; Kuenzi, M.; Greenbaum, R.L. Examining the Link between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate. J. Bus. Ethics 2010, 95, 7–16. [Google Scholar] [CrossRef]
- Bandura, A.; Walters, R.H. Social Learning Theory; Learning Theory: New York, NY, USA, 1977. [Google Scholar]
- Mayer, D.M.; Kuenzi, M.; Greenbaum, R.; Bardes, M.; Salvador, R.B. How low does ethical leadership flow? Test of a trickle-down model. Organ. Behav. Hum. Decis. Process. 2009, 108, 1–13. [Google Scholar] [CrossRef]
- Greenberg, J. A Taxonomy of Organizational Justice Theories. Acad. Manag. Rev. 1987, 12, 9–22. [Google Scholar] [CrossRef]
- Colquitt, J.A. On the dimensionality of organizational justice: A construct validation of a measure. J. Appl. Psychol. 2001, 86, 386–400. [Google Scholar] [CrossRef] [PubMed]
- Obiora, J.N.; Okpu, T. Opportunity for innovation and organizational citizenship behaviour in the Nigerian hospitality industry. Eur. J. Hosp. Tour. Res. 2015, 3, 1–13. [Google Scholar]
- Northouse, P.G. Leadership: Theory and Practice; Sage Publications: Shawzend Oaks, CA, USA, 2018. [Google Scholar]
- Piccolo, R.F.; Greenbaum, R.; Hartog, D.N.D.; Folger, R. The relationship between ethical leadership and core job characteristics. J. Organ. Behav. 2010, 31, 259–278. [Google Scholar] [CrossRef]
- Iqbal, N.; Bhatti, W.A.; Zaheer, A. Corporate ethical values, group creativity, job commitment and performance: the effect of work response on work context. Manag. Mark. 2013, 8, 79–94. [Google Scholar]
- Kouzes, J.M.; Posner, B.Z. The Leadership Practices Inventory (LPI): Participant’s Workbook; John Wiley & Sons: Hoboken, NJ, USA, 2003; Volume 47. [Google Scholar]
- Benni, W.; Nanus, B. Leaders (Collins Business Essentials, New York); HarperBusiness Publisher: New York, NY, USA, 2007. [Google Scholar]
- Gu, Q.; Tang, T.L.-P.; Jiang, W. Does moral leadership enhance employee creativity? Employee identification with leader and leader–member exchange (LMX) in the Chinese context. J. Bus. Ethics 2015, 126, 513–529. [Google Scholar] [CrossRef]
- Stouten, J.; van Dijke, M.; De Cremer, D.; Eisenbeiß, S.A.; Giessner, S.R.; Cornelis, I.; Van Hiel, A.; Wisse, B.; Rus, D.; Camps, J. Special Issue: Leading with Integrity: Current Perspectives on the Psychology of Ethical Leadership. J. Pers. Psychol. 2012, 11, 204–208. [Google Scholar]
- Qing, M.; Asif, M.; Hussain, A.; Jameel, A. Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: The mediating role of psychological empowerment. Rev. Manag. Sci. 2019, 1–28. [Google Scholar] [CrossRef]
- Schaufeli, W.B.; Bakker, A.B.; Salanova, M. The measurement of work engagement with a short questionnaire: A cross-national study. Educ. Psychol. Meas. 2006, 66, 701–716. [Google Scholar] [CrossRef]
- Mauno, S.; Kinnunen, U.; Ruokolainen, M. Job demands and resources as antecedents of work engagement: A longitudinal study. J. Vocat. Behav. 2007, 70, 149–171. [Google Scholar] [CrossRef]
- Belschak, F.D.; Hartog, D.N.D. Work Engagement and Machiavellianism in the Ethical Leadership Process. J. Bus. Ethics 2012, 107, 35–47. [Google Scholar] [Green Version]
- Chen, C.-F.; Kao, Y.-L. Moderating effects of work engagement and job tenure on burnout–performance among flight attendants. J. Air Transp. Manag. 2012, 25, 61–63. [Google Scholar] [CrossRef]
- Demirtas, O. Ethical leadership influence at organizations: Evidence from the field. J. Bus. Ethics 2015, 126, 273–284. [Google Scholar] [CrossRef]
- Brandebo, M.F.; Nilsson, S.; Larsson, G. Leadership: Is bad stronger than good? Leadersh. Organ. Dev. J. 2016, 37, 690–710. [Google Scholar] [CrossRef]
- Macey, W.H.; Schneider, B.; Barbera, K.M.; Young, S.A. Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage; Wiley: Hoboken, NJ, USA, 2009. [Google Scholar]
- Woodman, R.W.; Sawyer, J.E.; Griffin, R.W. Toward a Theory of Organizational Creativity. Acad. Manag. Rev. 1993, 18, 293–321. [Google Scholar] [CrossRef]
- Rhoades, L.; Eisenberger, R.; Armeli, S. Affective commitment to the organization: The contribution of perceived organizational support. J. Appl. Psychol. 2001, 86, 825–836. [Google Scholar] [CrossRef]
- Detert, J.R.; Edmondson, A.C. Implicit Voice Theories: Taken-for-Granted Rules of Self-Censorship at Work. Acad. Manag. J. 2011, 54, 461–488. [Google Scholar] [CrossRef]
- Meyer, J.P.; Allen, N.J. Commitment in the Workplace: Theory, Research, and Application; Sage Publications: Shawzend Oaks, CA, USA, 1997. [Google Scholar]
- Luchak, A.A.; Gellatly, I.R. A comparison of linear and nonlinear relations between organizational commitment and work outcomes. J. Appl. Psychol. 2007, 92, 786–793. [Google Scholar] [CrossRef]
- Binnewies, C.; Ohly, S.; Niessen, C. Age and creativity at work: The interplay between job resources, age and idea creativity. J. Manag. Psychol. 2008, 23, 438–457. [Google Scholar] [CrossRef]
- Licata, J.W.; Mowen, J.C.; Harris, E.G.; Brown, T.J. On the Trait Antecedents and Outcomes of Service Worker Job Resourcefulness: A Hierarchical Model Approach. J. Acad. Mark. Sci. 2003, 31, 256–271. [Google Scholar] [CrossRef]
- Asif, M.; Jameel, A.; Hussain, A.; Hwang, J.; Sahito, N. Linking Transformational Leadership with Nurse-Assessed Adverse Patient Outcomes and the Quality of Care: Assessing the Role of Job Satisfaction and Structural Empowerment. Int. J. Environ. Res. Public Health 2019, 16, 2381. [Google Scholar] [CrossRef]
- Amabile, T.M.; Barsade, S.G.; Mueller, J.S.; Staw, B.M. Affect and Creativity at Work. Adm. Sci. Q. 2005, 50, 367–403. [Google Scholar] [CrossRef] [Green Version]
- Avery, D.R.; McKay, P.F.; Wilson, D.C. Engaging the aging workforce: The relationship between perceived age similarity, satisfaction with coworkers, and employee engagement. J. Appl. Psychol. 2007, 92, 1542–1556. [Google Scholar] [CrossRef]
- Manzoor, F.; Wei, L.; Nurunnabi, M.; Subhan, Q.A.; Shah, S.I.A.; Fallatah, S. The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs. Sustainability 2019, 11, 436. [Google Scholar] [CrossRef]
- Ma, Y.; Cheng, W.; Ribbens, B.A.; Zhou, J. Linking Ethical Leadership to Employee Creativity: Knowledge Sharing and Self-Efficacy as Mediators. Soc. Behav. Pers. Int. J. 2013, 41, 1409–1419. [Google Scholar] [CrossRef]
- Brislin, R.W. Understanding Culture’s Influence on Behavior; Harcourt Brace Jovanovich College Publishers: San Diego, CA, USA, 1993. [Google Scholar]
- Podsakoff, P.M.; MacKenzie, S.B.; Lee, J.-Y.; Podsakoff, N.P. Common method biases in behavioral research: A critical review of the literature and recommended remedies. J. Appl. Psychol. 2003, 88, 879–903. [Google Scholar] [CrossRef] [PubMed]
- Cheung, G.W.; Rensvold, R.B. Evaluating Goodness-of-Fit Indexes for Testing Measurement Invariance. Struct. Equ. Model. A Multidiscip. J. 2002, 9, 233–255. [Google Scholar] [CrossRef]
- Meyer, J.P.; Allen, N.J.; Smith, C.A. Commitment to organizations and occupations: Extension and test of a three-component conceptualization. J. Appl. Psychol. 1993, 78, 538–551. [Google Scholar] [CrossRef]
- Oldham, G.R.; Cummings, A. Employee Creativity: Personal and Contextual Factors at Work. Acad. Manag. J. 1996, 39, 607–634. [Google Scholar]
- Jöreskog, K.G.; Sörbom, D. Recent Developments in Structural Equation Modeling. J. Mark. Res. 1982, 19, 404. [Google Scholar] [CrossRef]
- Jameel, A.; Asif, M.; Hussain, A. Good Governance and Public Trust: Assessing the Mediating Effect of E-Government in Pakistan. Lex Localis J. Local Self-Gov. 2019, 17, 299–320. [Google Scholar] [CrossRef]
- Anderson, J.C.; Gerbing, D.W. Structural equation modeling in practice: A review and recommended two-step approach. Psychol. Bull. 1988, 103, 411–423. [Google Scholar] [CrossRef]
- Iacobucci, D. Structural equations modeling: Fit Indices, sample size, and advanced topics. J. Consum. Psychol. 2010, 20, 90–98. [Google Scholar] [CrossRef]
- Hair, J.F. Multivariate Data Analysis: An Overview. In International Encyclopedia of Statistical Science; Springer: Berlin/Heidelberg, Germany, 2011; pp. 904–907. [Google Scholar] [CrossRef]
- Byrne, B.M. Structural Equation Modeling with AMOS: Basic Concepts, Applications, and Programming; Routledge: Abington, UK, 2016. [Google Scholar]
- Fornell, C.; Larcker, D.F. Evaluating Structural Equation Models with Unobservable Variables and Measurement Error. J. Mark. Res. 1981, 18, 39–50. [Google Scholar] [CrossRef]
- Bagozzi, R.P.; Yi, Y. On the evaluation of structural equation models. J. Acad. Mark. Sci. 1988, 16, 74–94. [Google Scholar] [CrossRef]
- Nunnally, J.C.; Bernstein, I.H. Psychometric Theory; Tata McGraw-Hill Ed.: New Delhi, India, 2010. [Google Scholar]
- Hair, J.F. Multivariate Data Analysis; Prentice Hall: Upper Saddle River, NJ, USA, 2010. [Google Scholar] [CrossRef]
- Shaffer, J.A.; DeGeest, D.; Li, A. Tackling the Problem of Construct Proliferation: A Guide to Assessing the Discriminant Validity of Conceptually Related Constructs. Organ. Res. Methods 2016, 19, 80–110. [Google Scholar] [CrossRef]
- Podsakoff, P.M.; MacKenzie, S.B.; Podsakoff, N.P. Sources of Method Bias in Social Science Research and Recommendations on How to Control It. Annu. Rev. Psychol. 2012, 63, 539–569. [Google Scholar] [CrossRef] [PubMed] [Green Version]
- Baron, R.M.; Kenny, D.A. The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. J. Pers. Soc. Psychol. 1986, 51, 1173–1182. [Google Scholar] [CrossRef]
- Preacher, K.J.; Hayes, A.F. Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behav. Res. Methods 2008, 40, 879–891. [Google Scholar] [CrossRef]
- Taylor, A.B.; MacKinnon, D.P.; Tein, J.-Y. Tests of the three-path mediated effect. Organ. Res. Methods 2008, 11, 241–269. [Google Scholar] [CrossRef]
- Bakker, A.B.; Albrecht, S.L.; Leiter, M.P. Key questions regarding work engagement. Eur. J. Work. Organ. Psychol. 2011, 20, 4–28. [Google Scholar] [CrossRef]
- Dhar, R.L. Ethical leadership and its impact on service innovative behavior: The role of LMX and job autonomy. Tour. Manag. 2016, 57, 139–148. [Google Scholar] [CrossRef]
- Engelbrecht, A.S.; Heine, G.; Mahembe, B. The influence of ethical leadership on trust and work engagement: An exploratory study. SA J. Ind. Psychol. 2014, 40, 1–9. [Google Scholar] [CrossRef]
- Zeng, R.; Greenfield, P.M. Cultural evolution over the last 40 years in China: Using the Google Ngram Viewer to study implications of social and political change for cultural values. Int. J. Psychol. 2015, 50, 47–55. [Google Scholar] [CrossRef]
- Podsakoff, P.M.; Organ, D.W. Self-Reports in Organizational Research: Problems and Prospects. J. Manag. 1986, 12, 531–544. [Google Scholar] [CrossRef]
CFA Goodness of Fit Indices | Model Value | Cutoff Point | Overall Model Fit | Reference |
---|---|---|---|---|
Normed Chi-Square (χ2/df) | 1.19 | <3 | Yes | Qing et al. [46] |
Standardized Root Mean Square Residual (SRMR) | 0.04 | <0.05 | Yes | Iacobucci [74] |
Root Mean Square Error of Approximation (RMSEA) | 0.03 | <0.06 | Yes | Iacobucci [74] |
Incremental Fit Measures (IFI) | 0.96 | >0.95 | Yes | Hair et al. [75] |
Tucker-Lewis Index (TLI) | 0.96 | >0.95 | Yes | Hair et al. [75] |
Comparative Fit Index (CFI) | 0.97 | >0.95 | Yes | Hair et al. [75] |
P. Close | 0.91 | >0.05 and <1 | Yes | Byrne [76] |
Non-centrality Parameter (NCP) | 254.62 | >Saturated model (0.00) <independent model (4875.82) | Yes | Byrne [76] |
N = 233 | Mean | SD | Correlations | ||||||
---|---|---|---|---|---|---|---|---|---|
1 | 2 | 3 | 4 | 5 | 6 | 7 | |||
1. Ethical leadership | 3.38 | 0.89 | (0.83) | ||||||
2. Affective commitment | 2.97 | 1.11 | 0.42 ** | (0.79) | |||||
3. Employee work engagement | 2.80 | 1.29 | 0.23 ** | 0.27 ** | (0.77) | ||||
4. Employee creativity | 3.13 | 1.18 | 0.39 ** | 0.38 ** | 0.33 ** | (0.81) | |||
5. Age | 31.45 | 11.23 | 0.06 | 0.09 | −0.04 | 0.11 * | - | ||
6. Tenure | 5.71 | 3.97 | 0.00 | 0.02 | −0.02 | 0.01 | 0.45 ** | - | |
7. Education | 2.91 | 0.51 | −0.03 | 0.07 | 0.07 | 0.04 | −0.07 | 0.15 ** | - |
Construct | Loading | SE | T | α | AVE | CR |
---|---|---|---|---|---|---|
Ethical leadership | 0.86 | 0.69 | 0.90 | |||
My supervisor conducts his/her personal life in an ethical manner. | 0.85 | - | - | |||
My supervisor defines success not just by results but also the way that they are obtained. | 0.83 | 0.045 | 18.40 (***) | |||
My supervisor listens to what employees have to say. | 0.76 | 0.047 | 16.15 (***) | |||
My supervisor disciplines employees who violate ethical standards. | 0.73 | 0.044 | 16.63 (***) | |||
My supervisor makes fair and balanced decisions. | 0.81 | 0.047 | 17.04 (***) | |||
My supervisor can be trusted. | 0.83 | 0.046 | 18.13 (***) | |||
My supervisor discusses business ethics or values with employees. | 0.85 | 0.046 | 18.39 (***) | |||
My supervisor sets an example of how to do things the right way in terms of ethics. | 0.79 | 0.047 | 16.79 (***) | |||
My supervisor has the best interests of employees in mind. | 0.78 | 0.047 | 16.67 (***) | |||
My supervisor when making decisions, asks “what is the right thing to do?” | 0.74 | 0.049 | 15.09 (***) | |||
Affective commitment | 0.81 | 0.62 | 0.84 | |||
I would be happy to spend the rest of my career with this organization. | 0.82 | - | - | |||
I really feel that this organization’s problems are my own. | 0.79 | 0.05 | 15.70 (***) | |||
I feel a strong sense of belonging to my organization. | 0.83 | 0.048 | 17.35 (***) | |||
I feel “emotionally attached” to this organization. | 0.74 | 0.051 | 14.39 (***) | |||
I feel like “part of the family” at this organization. | 0.77 | 0.049 | 15.61 (***) | |||
This organization has a great deal of personal meaning to me. | 0.80 | 0.050 | 16.13 (***) | |||
Work engagement | 0.79 | 0.62 | 0.83 | |||
At my work, I feel bursting with energy. | 0.80 | - | - | |||
At my job, I feel strong and vigorous. | 0.78 | 0.047 | 16.68 (***) | |||
I am enthusiastic about my job | 0.83 | 0.045 | 18.37 (***) | |||
My job inspires me. | 0.85 | 0.045 | 18.91 (***) | |||
When I get up in the morning, I feel like going to work. | 0.79 | 0.046 | 17.17 (***) | |||
I feel happy when I am working intensely. | 0.81 | 0.047 | 17.23 (***) | |||
I am proud of the work that I do. | 0.76 | 0.044 | 17.27 (***) | |||
I am immersed in my work. | 0.74 | 0.045 | 16.44 (***) | |||
I get carried away when I am working. | 0.79 | 0.047 | 16.87 (***) | |||
Employee creativity | 0.83 | 0.66 | 0.86 | |||
This employee often comes up with original and practical ideas to improve performance | 0.85 | - | - | |||
This employee often comes up with adaptive and practical work that is useful to the organization. | 0.78 | 0.047 | 16.45 (***) | |||
This employee develops ideas, methods, or products that are both original and useful to the organization. | 0.81 | 0.048 | 17.01 (***) |
Model | χ2 | Df | χ2/df | Δχ2 (Δdf) | CFI | IFI | TLI | SRMR | RMSEA |
---|---|---|---|---|---|---|---|---|---|
4-Factor model | 327.34 | 265 | 1.24 | - | 0.96 | 0.96 | 0.96 | 0.05 | 0.04 |
3-Factor model (EL + AC) | 647.01 | 271 | 2.39 | 319.67 (6) ** | 0.86 | 0.86 | 0.83 | 0.07 | 0.10 |
3-Factor model (EL + WE) | 552.61 | 273 | 2.02 | 225.27 (8) ** | 0.90 | 0.90 | 0.88 | 0.06 | 0.10 |
3-Factor model (EL + EC) | 589.97 | 273 | 2.16 | 262.63 (8) ** | 0.89 | 0.89 | 0.89 | 0.06 | 0.08 |
3-Factor model (AC + WE) | 801.12 | 277 | 2.89 | 473.78 (12) ** | 0.80 | 0.81 | 0.79 | 0.07 | 0.09 |
3-Factor model (AC + EC) | 413.45 | 276 | 1.50 | 86.11 (11) ** | 0.92 | 0.90 | 0.90 | 0.07 | 0.06 |
3-Factor model (WE + EC) | 519.89 | 277 | 1.88 | 192.55 (12) ** | 0.91 | 0.91 | 0.90 | 0.08 | 0.08 |
2-Factor model (EL + AC + WE) | 886.16 | 285 | 3.11 | 558.82 (20) ** | 0.81 | 0.81 | 0.79 | 0.06 | 0.09 |
2-Factor model (EL + AC + EC) | 930.98 | 283 | 3.29 | 603.64 (18) ** | 0.80 | 0.80 | 0.78 | 0.11 | 0.10 |
2-Factor model (EL + WE + EC) | 1117.51 | 283 | 3.95 | 790.17 (18) ** | 0.78 | 0.77 | 0.77 | 0.10 | 0.13 |
2-Factor model (AC + WE + EC) | 1073.67 | 287 | 3.74 | 746.33 (22) ** | 0.79 | 0.79 | 0.79 | 0.11 | 0.07 |
1-Factor model | 1597.05 | 299 | 5.34 | 1269.71 (34) ** | 0.74 | 0.73 | 0.71 | 0.13 | 0.23 |
Hypothesized model | 312.25 | 269 | 1.16 | - | 0.98 | 0.98 | 0.97 | 0.03 | 0.04 |
Path | Standardized β | SE | t | Significance |
---|---|---|---|---|
Ethical leadership→Employee creativity | 0.45 | 0.041 | 10.97 | <0.01 (**) |
Ethical leadership→Work engagement | 0.26 | 0.039 | 6.67 | <0.01 (**) |
Estimate | Boot S.E. | Boot Z | Bootstrapping | Significance (2-Tailed) | ||||
---|---|---|---|---|---|---|---|---|
Percentile 99% CI | Bias-Corrected 99% CI | |||||||
LLCI | ULCI | LLCI | ULCI | |||||
Direct effects | ||||||||
EL→EC | 0.11 | 0.07 | 1.57 | −0.09 | 0.21 | −0.11 | 0.21 | 0.57 |
EL→WE | 0.23 | 0.06 | 3.83 | 0.13 | 0.26 | 0.13 | 0.26 | 0.00 (**) |
EL→AC | 0.51 | 0.06 | 8.50 | 0.29 | 0.61 | 0.29 | 0.61 | 0.00 (**) |
AC→WE | 0.63 | 0.06 | 10.50 | 0.74 | 0.85 | 0.74 | 0.85 | 0.00 (**) |
WE→EC | 0.49 | 0.04 | 12.25 | 0.33 | 0.56 | 0.33 | 0.56 | 0.00 (**) |
Indirect effects | ||||||||
EL→EC | 0.16 | 0.03 | 5.33 | 0.7 | 0.33 | 0.07 | 0.32 | 0.00 (**) |
EL→WE | 0.32 | 0.04 | 8.00 | 0.25 | 0.69 | 0.25 | 0.69 | 0.00 (**) |
Total effects | ||||||||
EL→EC | 0.27 | 0.06 | 4.50 | 0.07 | 0.37 | 0.07 | 0.36 | 0.00 (**) |
EL→WE | 0.55 | 0.07 | 7.86 | 0.39 | 0.65 | 0.38 | 0.65 | 0.00 (**) |
EL→AC | 0.51 | 0.06 | 8.50 | 0.29 | 0.61 | 0.29 | 0.61 | 0.00 (**) |
AC→WE | 0.63 | 0.06 | 10.50 | 0.74 | 0.85 | 0.74 | 0.85 | 0.00 (**) |
WE→EC | 0.49 | 0.04 | 12.25 | 0.33 | 0.56 | 0.33 | 0.56 | 0.00 (**) |
© 2019 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).
Share and Cite
Asif, M.; Qing, M.; Hwang, J.; Shi, H. Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach. Sustainability 2019, 11, 4489. https://doi.org/10.3390/su11164489
Asif M, Qing M, Hwang J, Shi H. Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach. Sustainability. 2019; 11(16):4489. https://doi.org/10.3390/su11164489
Chicago/Turabian StyleAsif, Muhammad, Miao Qing, Jinsoo Hwang, and Hao Shi. 2019. "Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach" Sustainability 11, no. 16: 4489. https://doi.org/10.3390/su11164489
APA StyleAsif, M., Qing, M., Hwang, J., & Shi, H. (2019). Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach. Sustainability, 11(16), 4489. https://doi.org/10.3390/su11164489