Ethical Leadership and Innovative Work Behavior: The Mediating Role of Individual Attributes
Abstract
:1. Introduction
2. Literature Review and Hypotheses
2.1. Ethical Leadership
2.2. Thriving at Work as Mediator
2.3. Attitude towards Performing Well as Mediator
3. Materials and Methods
3.1. Procedure and Sample
3.2. Measures
4. Results
4.1. Convergent and Discriminant Validity
- (a)
- Model a; All constructs combined into one factor.
- (b)
- Model b; EL and attitudes towards performing well combined into one factor, and thriving and IWB combined into one factor.
- (c)
- Model c; EL one factor, attitude towards performing well and thriving combined into one factor, and IWB as one factor.
4.2. Descriptive Statistics and Correlation Analysis
4.3. Mediation Analysis
5. Discussion
5.1. Theoretical Contributions
5.2. Practical Implications
5.3. Strengths, Limitations and Future Directions
6. Conclusions
Author Contributions
Funding
Conflicts of Interest
References
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Models | χ2 | Df | χ2/df | TLI | IFI | CFI | SRMR | RMSEA | AIC |
---|---|---|---|---|---|---|---|---|---|
Full Measurement Model | 853.446 | 455 | 1.8 | 0.91 | 0.91 | 0.91 | 0.02 | 0.05 | 999.4 |
Model a | 2484.2 | 464 | 5.3 | 0.55 | 0.58 | 0.58 | 0.07 | 0.11 | 2612.2 |
Model b | 1928.2 | 463 | 4.1 | 0.67 | 0.69 | 0.69 | 0.06 | 0.09 | 2058.2 |
Model c | 1109.1 | 461 | 2.4 | 0.85 | 0.86 | 0.86 | 0.03 | 0.06 | 1243.1 |
Constructs | Convergent Validity | Discriminant Validity | |||
---|---|---|---|---|---|
CR/Alpha | 1 | 2 | 3 | 4 | |
Innovative Work Behavior | 0.85/0.81 | 0.71 | |||
Ethical Leadership | 0.93/0.93 | 0.17 *** | 0.68 | ||
Thriving at Work | 0.83/0.83 | 0.24 *** | 0.51 *** | 0.63 | |
Attitude Towards Performing Well | 0.74/0.75 | 0.22 *** | 0.50 *** | 0.53 *** | 0.70 |
Variables | Mean | SD | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
---|---|---|---|---|---|---|---|---|---|---|
Sample from the U.K. | ||||||||||
1. Gender | 1.48 | 0.50 | 1 | |||||||
2. Marital Status | 1.83 | 0.80 | −0.11 | 1 | ||||||
3. Education | 14 | 2.13 | −0.07 | 0.05 | 1 | |||||
4. Age | 34 | 10.68 | −0.23 ** | 0.64 ** | 0.21 ** | 1 | ||||
5.Ethical Leadership | 4.29 | 0.49 | 0.16 * | −0.11 | 0.06 | −0.07 | (0.94) | |||
6. Attitudes Towards Performing Well | 4.46 | 0.46 | 0.00 | −0.14 | 0.28 ** | −0.04 | 0.44 ** | (0.78) | ||
7. Thriving at Work | 4.25 | 0.50 | −0.03 | −0.03 | 0.46 ** | 0.02 | 0.38 ** | 0.59 ** | (0.84) | |
8. Innovative Work Behavior | 3.46 | 0.73 | −0.01 | 0.03 | 0.12 | −0.10 | 0.11 | 0.17 * | 0.18 * | (0.86) |
Sample from Pakistan | ||||||||||
1. Gender | 1.40 | 0.49 | 1 | |||||||
2. Marital Status | 1.57 | 0.55 | −0.22 ** | 1 | ||||||
3. Education | 15 | 2.05 | −0.14 | 0.17 * | 1 | |||||
4. Age | 33 | 10.02 | −0.29 ** | 0.68 ** | 0.10 | 1 | ||||
5.Ethical Leadership | 4.14 | 0.50 | −0.13 | 0.06 | −0.10 | 0.05 | (0.91) | |||
6. Attitudes Towards Performing Well | 4.15 | 0.51 | −0.17 * | 0.04 | 0.06 | 0.16 * | 0.35 ** | (0.70) | ||
7. Thriving at Work | 4.11 | 0.40 | −0.09 | −0.10 | −0.04 | 0.00 | 0.49 ** | 0.25 ** | (0.76) | |
8. Innovative Work Behavior | 3.75 | 0.57 | −0.01 | 0.04 | 0.05 | 0.11 | 0.26 ** | 0.26 ** | 0.25 ** | (0.79) |
U.K. Sample | Pakistan Sample | |||||||
---|---|---|---|---|---|---|---|---|
Paths | Β | SE | T | P | Β | SE | t | P |
Direct and Total Effects | ||||||||
Innovative work behavior regressed on ethical leadership (total effect) | 0.16 | 0.12 | 1.36 | 0.18 | 0.29 | 0.08 | 3.68 | 0.00 |
Thriving at work regressed on ethical leadership | 0.39 | 0.08 | 5.14 | 0.00 | 0.39 | 0.05 | 7.57 | 0.00 |
Innovative work behavior regressed on thriving at work, controlling for ethical leadership | 0.23 | 0.12 | 1.87 | 0.06 | 0.22 | 0.11 | 1.98 | 0.04 |
Innovative work behavior regressed on ethical leadership, controlling for thriving at work | 0.07 | 0.13 | 0.56 | 0.58 | 0.20 | 0.09 | 2.28 | 0.02 |
Indirect Effect and Significance using the Normal Distribution | ||||||||
Sobel | Value | SE | LLCI (90%) | ULCI (90%) | Value | SE | LLCI (90%) | ULCI (90%) |
0.09 | 0.05 | 0.03 | 0.18 | 0.08 | 0.04 | 0.01 | 0.16 | |
Bootstrap Results for Indirect Effect | ||||||||
Effect | M | SE | LLCI (90%) | ULCI (90%) | M | SE | LLCI (90%) | ULCI (90%) |
0.09 | 0.05 | 0.03 | 0.18 | 0.08 | 0.04 | 0.01 | 0.16 |
UK Sample | Pakistan Sample | |||||||
---|---|---|---|---|---|---|---|---|
Paths | β | SE | T | P | Β | SE | T | p |
Direct and Total Effects | ||||||||
Innovative work behavior regressed on ethical leadership (total effect) | 0.16 | 0.12 | 1.36 | 0.18 | 0.29 | 0.08 | 3.68 | 0.00 |
Attitudes towards performing well regressed on ethical leadership | 0.42 | 0.07 | 6.10 | 0.00 | 0.36 | 0.70 | 5.10 | 0.00 |
Innovative work behavior regressed on attitudes towards performing well, controlling for ethical leadership | 0.23 | 0.14 | 1.67 | 0.10 | 0.21 | 0.08 | 2.61 | 0.01 |
Innovative work behavior regressed on ethical leadership, controlling for attitudes towards performing well | 0.07 | 0.13 | 0.50 | 0.62 | 0.21 | 0.08 | 2.58 | 0.01 |
Indirect Effect and Significance using the Normal Distribution | ||||||||
Sobel | Value | SE | LLCI (90%) | ULCI (90%) | Value | SE | LLCI (90%) | ULCI (90%) |
0.10 | 0.06 | 0.01 | 0.22 | 0.07 | 0.03 | 0.03 | 0.13 | |
Bootstrap Results for Indirect Effect | ||||||||
Effect | M | SE | LLCI (90%) | ULCI (90%) | M | SE | LLCI (90%) | ULCI (90%) |
0.10 | 0.06 | 0.01 | 0.22 | 0.07 | 0.03 | 0.03 | 0.13 |
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Ahmed Iqbal, Z.; Abid, G.; Contreras, F.; Hassan, Q.; Zafar, R. Ethical Leadership and Innovative Work Behavior: The Mediating Role of Individual Attributes. J. Open Innov. Technol. Mark. Complex. 2020, 6, 68. https://doi.org/10.3390/joitmc6030068
Ahmed Iqbal Z, Abid G, Contreras F, Hassan Q, Zafar R. Ethical Leadership and Innovative Work Behavior: The Mediating Role of Individual Attributes. Journal of Open Innovation: Technology, Market, and Complexity. 2020; 6(3):68. https://doi.org/10.3390/joitmc6030068
Chicago/Turabian StyleAhmed Iqbal, Zulfiqar, Ghulam Abid, Francoise Contreras, Qandeel Hassan, and Rabbia Zafar. 2020. "Ethical Leadership and Innovative Work Behavior: The Mediating Role of Individual Attributes" Journal of Open Innovation: Technology, Market, and Complexity 6, no. 3: 68. https://doi.org/10.3390/joitmc6030068