ABSTRACT In the context of the COVID-19 pandemic, leaders are facing an ethical dilemma and a tense tradeoff between employees’ health and economic performance. From the perspective of employees’ perceptions of the work situation, this study examines the way ethical leadership enhances employee creativity during the COVID-19 pandemic by using leader-member exchange and organizational ethical climate as mediators. The sample included 308 supervisor-employee pairs from 20 high-tech companies in eight provincial regions of China. Structural equation modeling was used to test (...) the proposed hypotheses. Results indicate that ethical leadership can significantly enhance employee creativity through the fully mediating roles of employees’ perceptions of leader-member exchange and organizational ethical climate. Moreover, leader-member exchange affects employee creativity directly as well as indirectly through the mediating role of organizational ethical climate. This study offers insights into the process linking ethical leadership to employee creativity and provides practical suggestions on ways of enhancing employee creativity in situations like the COVID-19 pandemic crisis. (shrink)

Constructive deviance describes acts that benefit the organization by deviating from outdated organizational norms. Despite emerging interest in this behavior, questions remain about why and how constructive deviance occurs. This paper integrates social learning and uncertainty reduction theories, and develops a multilevel model linking team-level ethical leadership to employee constructive deviance. Surveying 313 subordinates and 52 supervisors from 15 different companies in eastern China, we find that team-level ethical leadership has a positive impact on employee constructive deviance, and that both (...) psychological safety climate and employee moral self-efficacy partially mediate this relationship. In addition, we find a positive cross-level moderating effect of psychological safety climate. These findings contribute to understanding employees’ constructive deviance in the workplace, and provide valuable implications for managerial practices. (shrink)

Despite organizational ethical training programs, some employees still engage in unethical behavior. As such, organizational researchers have sought to examine why employees engage in unethical behavior and whether interventions can improve ethical misconduct. While some instruments measure moral development or ethical/unethical behaviors toward the organization, this study utilized a unique scale which evaluates perceptions of ethical misconduct (PEMS). Data from a large Midwestern university, a large Southeastern university, and Amazon’s Mechanical Turk were used in the analyses. An exploratory and confirmatory (...) factor analyses were used in the creation of the PEMS. To examine the validity of the scale, the PEMS was correlated to scales which measure Dark Triad traits and Counterproductive Work Behaviors (CWBs). Findings showed a significant positive correlation between the PEMS and both scales. The results also show that the PEMS mediates the relationship between psychopathy and CWBs. (shrink)