The pervasiveness of unethical actions paired with the rising demand for creativity in organizations has contributed to an increased interest in how ethicality and creativity relate. However, there are mixed findings on whether these two fundamental pillars of the workplace relate positively, negatively, or not at all. To provide an empirical consensus to this debate, we study the directional effects of ethicality on creativity by employing meta-analytic techniques. Specifically, a series of meta-regressions, moderated meta-regressions, and individual subgroup analyses of moderators (...) investigated the nuances of the ethicality-creativity relationship. Using a random-effects model, a quantitative review of 278 effects across 23 articles revealed that ethicality positively related to creativity. We further probed how each domain of ethicality (i.e., ethical decision-making, ethical leadership, ethical culture, ethical thought) related to creativity; the effect of ethicality on creativity remained positive, but was no longer significant. Additionally, to expand our understanding of this relationship, we offer theoretical and empirical accounts of five factors that moderate the positive association between ethicality and creativity: ethicality and creativity domains and measurement, sample culture, study characteristics, and sample characteristics. Theoretical and practical insights regarding these relationships are discussed. (shrink)

This study applied an artifact-centric view to investigate the consequences of enterprise social media usage. It investigates how enterprise social media usage influences employee creativity. A moderated mediation model is developed based on social exchange theory. The empirical sample of 238 employees is used to test the proposed model. Results of the empirical analysis performed using PROCESS macro of SPSS indicate that enterprise social media usage positively impacts employee creativity via the mediating mechanisms. Furthermore, social media usage frequency negatively moderates (...) this impact of enterprise social media usage on employee creativity via leader-member exchange. Interestingly, the empirical analysis reveals that the impact of enterprise social media usage frequency strengthens the indirect effect that enterprise social media usage has on employee creativity via perceived support for innovation. (shrink)

This research develops and tests a multiple-mediator model of the relationship between organizational fairness and employees’ perceived meaningfulness. Integrating (Rosso et al., Research in Organizational Behavior 30:91–127, 2010) theoretical framework on meaningfulness with theories on fairness, we examined four parallel mechanisms linking organizational fairness to perceived meaningfulness: organization-based self-esteem (OBSE), authenticity at work, moral identification, and organizational identification. We tested our model with three time-lagged studies. All of the studies found significant mediating effects of OBSE and authenticity at work, whereas (...) the results of moral identification and organizational identification were mixed. Studies 2 and 3 also found that the combined mediating effect of the self-oriented mechanisms (OBSE and authenticity at work) was significantly stronger than that of the other-oriented mechanisms (moral identification and organizational identification). These findings suggest organizational fairness as a key antecedent of perceived meaningfulness and the prominent role of the self in the relationship between fairness and meaningfulness. (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)

In an application of the personality dynamics framework, we advance understanding on the relationship between baseline leader humility and team psychological safety by exploring the roles of humility variability and attractor strength. Specifically, we examine how the consistency of leader-expressed humility across team members operates as a boundary condition in the relationship between leader-expressed humility and team psychological safety. We also explore how the agreement between leader self-reported humility and leader-expressed humility operates as an attractor to predict such a consistency. (...) We test the hypothesized model through a sample of 85 teams, rated by 354 team members. The findings suggest that consistency reinforces, while inconsistency weakens, the effect of leader-expressed humility on team psychological safety. The findings also reveal that SOA relates to the consistency of leader-expressed humility, depending on the level at which the agreement occurs. We conclude that to better understand the outcomes of humble leadership, it is necessary to take into account not only the baseline of humility expressed by the leader, but also his/her humility variability and the strength of the attractor. (shrink)

Drawing on team creativity literature and social comparison theory, we investigate how leader-member exchange differentiation influences team creativity. Using a survey based on 91 R&D teams from Chinese companies, we observe that LMX differentiation is negatively related to team creativity. More importantly, we demonstrate that team behavioral integration mediates the relationship between LMX differentiation and team creativity, and team emotional intelligence moderates the relationship between LMX differentiation and team behavioral integration, such that LMX differentiation has a weaker negative influence on (...) team behavioral integration when TEI is higher. These results provide relevant suggestions for organizational team building, management, and development. (shrink)

Whether team task conflict is beneficial or harmful to team innovation has long been controversial, and empirical studies on the team task conflict–team innovation relationship were inconsistent. Drawing on the contingency model of team innovation, the current study examined how team task conflict interacts with two types of team supportive climates, namely team support for innovation (TSFI) and team psychological safety (TPS), in predicting team innovation via team information elaboration. We tested our hypotheses using multi-source and lagged data collected from (...) 361 employees working in 98 research and development teams. As expected, team information elaboration mediated the interaction effects between team task conflict and team supportive climates on team innovation. In particular, team task conflict had a positive indirect effect on team innovation via team information elaboration when TSFI or TPS was high. However, such indirect effect was negative when TSFI was low and was not significant when TPS was low. Residualized relative weight analysis comparing the moderation effects further suggests that TFSI and TPS are equally important team climates in activating the beneficial effect of team task conflict. Theoretical and practical implications are discussed. (shrink)