The Impact of Ethical Leadership on Employee Creativity: Moderated Mediation Role of Knowledge Sharing Behavior and Creative Self Efficacy

Abstract

The effect of ethical leadership on worker creativity was evaluated utilizing knowledge sharing and creative self-efficacy. The relationships between these variables were analyzed in line with the theory of social learning and social exchange theory. Although there are studies on the mediating role of knowledge sharing behavior in the impact of ethical leadership on employee creativity, no study has analyzed the moderator role of creative self-efficacy in this relationship. With this study, it is aimed to contribute to the literature. Using the moderated mediation model, hypotheses were tested on a sample of 280 employees from various private sector enterprises. Findings revealed that ethical leadership has a positive impact on employee creativity, knowledge sharing behavior mediates this relationship, and creative self-efficacy moderates this relationship. In addition, research has shown that ethical leadership has a positive impact on knowledge sharing, which in turn has a positive impact on employee creativity. The limitations of the study are that there are only 280 employees in the sample, and as a result of collecting the data in a short time, it is possible that the variables are not enough to describe the process of dynamic interaction with each other.