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Ethical Leadership and Innovative Behavior of Employees: A Moderated Mediation Model of Leader Member Exchange and Emotional Intelligence

Yıl 2020, Cilt: 6 Sayı: 3, 706 - 725, 30.11.2020
https://doi.org/10.31592/aeusbed.702443

Öz

In today's business world, where change is fast, employees seeking innovation and following change are extremely important for organizations. Leaders' attitudes and behaviors within the organization are determinants in terms of employee innovative behavior. In this study, it is aimed to determine whether ethical leadership, leader-member exchange, and emotional intelligence have an effect on employees' innovative behaviors and to determine the mediating role of leader-member exchange in the relationship between ethical leadership and innovative behavior. It is also aimed to determine the moderator effect of emotional intelligence in the mediating role of leader-member exchange. In this study, it is ultimately aimed to analyze the effect of ethical leadership on employees' innovative behavior within the framework of the moderated mediation model of the leader-member exchange and emotional intelligence. For this purpose, 239 employees were reached who working in the tile and porcelain manufacturer located in Kütahya and data were collected through a questionnaire. The data obtained were analyzed using the AMOS, SPSS and Process Macro plugin. According to the research result; It has been concluded that ethical leadership, leader-member exchange, and emotional intelligence have an effect on the innovative behavior of employees, that there is a partial mediating effect of leader-member exchange between ethical leadership and innovative behavior, and emotional intelligence has a moderator role in the relationship between leader-member exchange and innovative behavior. In addition, although the moderated mediation model was significant, it was not supported because it has a negative value.

Kaynakça

  • Al-Omari, M. (2017). Engineers Innovative Work Behavior: The Role of Emotional Intelligence. European Journal of Business and Management, 9(21), 8-18.
  • Atitumpong, A. ve Badir, Y.F. (2018). Leader-member exchange, learning orientation and innovative work behavior. Journal of Workplace Learning, 30(1), 32-47.
  • Aydın, E. (2017). Kültür Bağlamında Sosyal Mübadele: Kuramsal Bir Çalışma. Uluslararası İktisadi ve İdari İncelemeler Dergisi, UIK Special Issue, 547-562. http://dx.doi.org 10.18092/ulikidince.323697.
  • Baron, R.M. ve Kenny, D.A. (1986). The moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-2001.
  • Baş, T., Keskin, N. ve Mert, İ. S. (2010). Lider Üye Etkileşimi (LÜE) Modeli ve Ölçme Aracının Türkçe’de Geçerlik ve Güvenilirlik Analizi. Ege Akademik Bakış Dergisi, 10(3), 1013-1039.
  • Brown, M. E., Trevino, L. K. ve Harrison, D. A. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing. Organizational Behavior and Human Decision Processes, (97), 117-134.
  • Çalışkan, A., Akkoç, İ. ve Turunç, Ö. (2019). Yenilikçi Davranış: Bir Ölçek Uyarlama Çalışması. Uluslararası İktisadi ve İdari Bilimler Dergisi, 5(1), 94-111.
  • Çiftçi, D. Ö. (2019). Lider Üye Etkileşiminin İşe Adanmışlık Üzerindeki Etkisinde Psikolojik Güçlendirmenin Aracı Rolü. Business and Economics Research Journal, 10(1), 167-186. De Hoogh, A.H. ve Den Hartog, D.N. (2008). Ethical and despotic leadership, relationships withleader’s social responsibility, top management team effectiveness and subordinates’ optimism: a multi-method study. The Leadership Quarterly, 19(3), 297-311.
  • Dhar, R.L. (2016). Ethical leadership and its impact on service innovative behavior: The role of LMX and job autonomy. Tourism Management, 57, 139-148.
  • Dinçer, H. ve Orhan, N. (2012). Relationship between emotional intelligence and innovative work behaviors in Turkish banking sector. International Journal of Finance & Banking Studies, 1(1), 21-28.
  • Duan, S., Liu, Z. ve Che, H. (2018). Mediating influences of ethical leadership on employee creativity. Social Behavior and Personality: An International Journal, 46(2), 323-337.
  • Eisenbeiβ, S. A. ve Boerner, S. (2013). A double-edged sword: Transformational leadership and individual creativity. British Journal of Management, 24(1), 54-68.
  • Graen, G.B. ve Uhl-Bien, M. (1995). Relationship-based approach to leadership: development of leader-member exchange (LMX) theory of leadership over 25 years: applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247.
  • Gu, Q., Tang, T.L-P. ve Jiang, W. (2015). Does Moral Leadership Enhance Employee Creativity? Employee Identification with Leader and Leader–Member Exchange (LMX) in the Chinese Context. Journal of Business Ethics, 126, 513–529.
  • Hassan S., Mahsud R., Yukl G., ve Prussia, G.E. (2013). Ethical and empowering leadership and leader effectiveness. Journal of Managerial Psychology, 28(2), 133-146.
  • Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis. New York, NY: The Guilford Press.
  • Hırlak, B., Taşlıyan, M., Fidan, E. ve Gül, H. (2017). Duygusal Zekânın İş Performansı ve Bazı Demografik Özellikler İle İlişkisi: Kahramanmaraş’ta Üretim Sektöründe Bir Uygulama. Kesit Akademi Dergisi, 3(9), 108-130.
  • Jose, P. E. (2013b). MedGraph-I: A programme to graphically depict mediation among three variables: The internet version, version 3.0. Victoria University of Wellington, Wellington, New Zealand. 01.02.2020 tarihinde https://psychology.victoria.ac.nz/medgraph/ adresinden erişilmiştir.
  • Jose, P.E. (2013a). ModGraph-I: A programme to compute cell means for the graphical display of moderational analyses: The internet version, Version 3.0. Victoria University of Wellington, Wellington, New Zealand. 02.02.2020 tarihinde https://psychology.victoria.ac.nz/modgraph/ adresinden erişilmiştir.
  • Kalaycı, Ş. (2016). SPSS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ankara: Asil Yayınları.
  • Kalyar, M., Usta, A. ve Shafique, I. (2019). When ethical leadership and LMX are more effective in prompting creativity: The moderating role of psychological capital. Baltic Journal of Management, 15(1), 61-80.
  • Liao, S.-H., Chen, C.-C. ve Hu, D.-C. (2018). The role of knowledge sharing and LMX to enhance employee creativity in theme park work team: a case study of Taiwan. International Journal of Contemporary Hospitality Management, 30(5), 2343-2359.
  • Liao, S.-S., Hu, D.-C., Chung, Y.-C. ve Chen, L.-W. (2017). LMX and employee satisfaction: mediating effect of psychological capital. Leadership & Organization Development Journal, 38(3), 433-449.
  • Liden, R. ve Maslyn, J. (1998). Multidimensionality of Leader Member Exchange: An Empirical Assessment Through Scale Development. Journal of Management, 24(1), 43-72.
  • Lin Y. ve Wu J. (2018). A Study of the Effects of Leadership Styles on Innovation Management and Organizational Innovation in Environmental Protection Industry. Ekoloji, 27(106), 771-777.
  • Ma, G. ve Chang, P-C. (2019). The impact of the Leader-Member exchange on innovation behavior: psychological empowerment as a mediator and emotional intelligence as a moderator. 4th International Conference on Humanities Science, Management and Education Technology (HSMET July 2019), Advances in Social Science, Education and Humanities Research, 334, 282-288.
  • Ma, Y., Cheng, W., Ribbens, B.A. ve Zhou, J. (2013). Linking ethical leadership to employee creativity: knowledge sharing and self-efficacy as mediators. Social Behavior and Personality: an International Journal, 41(9), 1409-1419.
  • Mayer, J. D., ve Salovey, P. (1993). The intelligence of emotional intelligence. Intelligence, 17(4), 433–442.
  • Ordun, G ve Acar, A. B. (2014). Impact of Emotional Intelligence on the Establishment and Development of High Quality Leader Member Exchange (LMX). Advances in Management and Applied Economics, 4(2), 111-129.
  • Özsungur, F. (2019). The impact of ethical leadership on service innovation behavior: The mediating role of psychological capital. Asia Pacific Journal of Innovation and Entrepreneurship, 13(1), 73-88.
  • Preacher, K. J., ve Hayes, A. F. (2004). SPSS and SAS Procedures for Estimating Indirect Effects in Simple Mediation Models. Behavior Research Methods, 36(4), 717–731.
  • Qian J, Wang B, Han Z ve Song B (2017). Ethical Leadership, Leader-Member Exchange and Feedback Seeking: A Double-Moderated Mediation Model of Emotional Intelligence and Work-Unit Structure. Frontiers Psychology. 8(1174), 1-11.
  • Raghuram, S., Gajendran, R.S., Liu, X. ve Somaya, D. (2017). Boundaryless LMX: examining LMX’s impact on external career outcomes and alumni goodwill. Personnel Psychology, 70(2), 399-428.
  • Saeed, B.B., Afsar, B., Cheema, S. ve Javed, F. (2019). Leader-member exchange and innovative work behavior The role of creative process engagement, core self-evaluation, and domain knowledge. European Journal of Innovation Management, 22(1), 105-124.
  • Schermuly, C.C., Meyer, B. ve Dämmer, L. (2013). Leader-Member Exchange and Innovative Behavior the Mediating Role of Psychological Empowerment. Journal of Personnel Psychology, 12(3), 132–142.
  • Scott, S. G., ve Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607.
  • Shevlin, Mark ve Miles, Jeremy N. V. (1998). Effects of sample size, model specification and factor loadings on the GFI in confirmatory factor analysis. Personality and Individual Differences, 25(1), 85-90.
  • Shojaei, M.R. ve Siuki, M.E. (2014). A study of relationship between emotional intelligence and innovative work behavior of managers. Management Science Letters, 4, 1449–1454.
  • Tu, Y., ve Lu, X. (2013). How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116, 441–455.
  • Tuna, M., Bircan, H. ve Yeşiltaş, M. (2012). Etik Liderlik Ölçeğinin Geçerlilik ve Güvenilirlik Çalışması: Antalya Örneği. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 26(2), 143-155.
  • Wong, C. S. ve Law, K. S. (2002). The effects of leader and follower emotional intelligence on performance and attitude: an exploratory study, Leadership Quarterly, 13, 243-274.
  • Yidong, T. ve Xinxin, L. (2013). How Ethical Leadership Influence Employees’ Innovative Work Behavior: A Perspective of Intrinsic Motivation. Journal of Business Ethics, 116, 441–455.
  • Yu, A., Matta, F.K. ve Cornfield, B. (2017). Is leader-member exchange differentiation beneficial or detrimental for group effectiveness? A meta-analytic investigation and theoretical integration. Academy of Management Journal, 61(3), 1158-1188.
  • Yuan, L., Vu, M-C ve Nguyen, T. T. N. (2019). Effect of Ethical Leadership and Leader-Member Exchange on Voice Behavior – Moderating Impact of Empowerment. European Journal of Business and Management, 11(9), 116-123.
  • Yuan, L., Vu, M-C. ve Nguyen, T. T. N. (2017). Linking Ethical Leadership to Employee Voice Behavior: The Role of Leader-Member Exchange. International Journal of Business and Management Studies, 7(3), 35-41.
  • Zehra, T.T. ve Waheed, A. (2017). Influence of Ethical Leadership on Innovative Work Behavior: Examination of Individual-Level Psychological Mediators. Pakistan Journal of Commerce and Social Sciences, 11(2), 448-470.
  • Zhang, X. ve Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.
  • Zhou, J. (2003). When the presence of creative coworkers is related to creativity: Role of supervisor close monitoring, developmental feedback, and creative personality. Journal of Applied Psychology, 88(3), 413-422.

Etik Liderlik ve Çalışanların Yenilikçi Davranışı: Lider-Üye Etkileşimi ve Duygusal Zekânın Düzenleyici Aracılık Modeli

Yıl 2020, Cilt: 6 Sayı: 3, 706 - 725, 30.11.2020
https://doi.org/10.31592/aeusbed.702443

Öz

Değişimin hızlı olduğu günümüz iş dünyasında, yeniliği arayan ve değişimi takip eden çalışanlar örgütler için son derece büyük öneme sahiptir. Çalışanların yenilikçi davranış sergilemeleri noktasında ise liderlerin örgüt içerisinde sergilediği tutum ve davranışlar belirleyici olmaktadır. Bu araştırmada etik liderlik, lider-üye etkileşimi ve duygusal zekânın çalışanların yenilikçi davranışlar sergilemesinde etkisi olup olmadığının belirlenmesi ve etik liderlik ile yenilikçi davranış arasındaki ilişkide lider-üye etkileşiminin aracılık rolünün belirlenmesi amaçlanmaktadır. Ayrıca, lider üye etkileşiminin aracılık rolünde duygusal zekânın düzenleyici (moderatör) etkisini belirlemek de amaçlanmıştır. Bu araştırmada nihai olarak, etik liderliğin çalışanların yenilikçi davranış üzerindeki etkisi lider-üye etkileşimi ve duygusal zekânın düzenleyici aracılık modeli çerçevesinde analiz edilmesi amaçlanmaktadır. Bu doğrultuda Kütahya’da faaliyet gösteren çini ve porselen işletmelerinde çalışan 239 kişiye ulaşılarak anket aracılığı ile veriler toplanmıştır. Elde edilen veriler AMOS, SPSS ve Process Macro eklentisinden yararlanılarak analiz edilmiştir. Araştırma sonucuna göre; etik liderliğin, lider-üye etkileşiminin ve duygusal zekânın çalışanların yenilikçi davranışına etkisinin olduğu, etik liderlik ile yenilikçi davranış arasında lider-üye etkileşiminin kısmi aracılık etkisinin olduğu ve lider-üye etkileşimi ile yenilikçi davranış arasındaki ilişkide duygusal zekânın düzenleyici rolü olduğu sonucuna ulaşılmıştır. Ayrıca, düzenleyici aracılık modeli anlamlı olmasına rağmen, negatif bir değere sahip olduğu için desteklenmemiştir.

Kaynakça

  • Al-Omari, M. (2017). Engineers Innovative Work Behavior: The Role of Emotional Intelligence. European Journal of Business and Management, 9(21), 8-18.
  • Atitumpong, A. ve Badir, Y.F. (2018). Leader-member exchange, learning orientation and innovative work behavior. Journal of Workplace Learning, 30(1), 32-47.
  • Aydın, E. (2017). Kültür Bağlamında Sosyal Mübadele: Kuramsal Bir Çalışma. Uluslararası İktisadi ve İdari İncelemeler Dergisi, UIK Special Issue, 547-562. http://dx.doi.org 10.18092/ulikidince.323697.
  • Baron, R.M. ve Kenny, D.A. (1986). The moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-2001.
  • Baş, T., Keskin, N. ve Mert, İ. S. (2010). Lider Üye Etkileşimi (LÜE) Modeli ve Ölçme Aracının Türkçe’de Geçerlik ve Güvenilirlik Analizi. Ege Akademik Bakış Dergisi, 10(3), 1013-1039.
  • Brown, M. E., Trevino, L. K. ve Harrison, D. A. (2005). Ethical Leadership: A Social Learning Perspective for Construct Development and Testing. Organizational Behavior and Human Decision Processes, (97), 117-134.
  • Çalışkan, A., Akkoç, İ. ve Turunç, Ö. (2019). Yenilikçi Davranış: Bir Ölçek Uyarlama Çalışması. Uluslararası İktisadi ve İdari Bilimler Dergisi, 5(1), 94-111.
  • Çiftçi, D. Ö. (2019). Lider Üye Etkileşiminin İşe Adanmışlık Üzerindeki Etkisinde Psikolojik Güçlendirmenin Aracı Rolü. Business and Economics Research Journal, 10(1), 167-186. De Hoogh, A.H. ve Den Hartog, D.N. (2008). Ethical and despotic leadership, relationships withleader’s social responsibility, top management team effectiveness and subordinates’ optimism: a multi-method study. The Leadership Quarterly, 19(3), 297-311.
  • Dhar, R.L. (2016). Ethical leadership and its impact on service innovative behavior: The role of LMX and job autonomy. Tourism Management, 57, 139-148.
  • Dinçer, H. ve Orhan, N. (2012). Relationship between emotional intelligence and innovative work behaviors in Turkish banking sector. International Journal of Finance & Banking Studies, 1(1), 21-28.
  • Duan, S., Liu, Z. ve Che, H. (2018). Mediating influences of ethical leadership on employee creativity. Social Behavior and Personality: An International Journal, 46(2), 323-337.
  • Eisenbeiβ, S. A. ve Boerner, S. (2013). A double-edged sword: Transformational leadership and individual creativity. British Journal of Management, 24(1), 54-68.
  • Graen, G.B. ve Uhl-Bien, M. (1995). Relationship-based approach to leadership: development of leader-member exchange (LMX) theory of leadership over 25 years: applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219-247.
  • Gu, Q., Tang, T.L-P. ve Jiang, W. (2015). Does Moral Leadership Enhance Employee Creativity? Employee Identification with Leader and Leader–Member Exchange (LMX) in the Chinese Context. Journal of Business Ethics, 126, 513–529.
  • Hassan S., Mahsud R., Yukl G., ve Prussia, G.E. (2013). Ethical and empowering leadership and leader effectiveness. Journal of Managerial Psychology, 28(2), 133-146.
  • Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis. New York, NY: The Guilford Press.
  • Hırlak, B., Taşlıyan, M., Fidan, E. ve Gül, H. (2017). Duygusal Zekânın İş Performansı ve Bazı Demografik Özellikler İle İlişkisi: Kahramanmaraş’ta Üretim Sektöründe Bir Uygulama. Kesit Akademi Dergisi, 3(9), 108-130.
  • Jose, P. E. (2013b). MedGraph-I: A programme to graphically depict mediation among three variables: The internet version, version 3.0. Victoria University of Wellington, Wellington, New Zealand. 01.02.2020 tarihinde https://psychology.victoria.ac.nz/medgraph/ adresinden erişilmiştir.
  • Jose, P.E. (2013a). ModGraph-I: A programme to compute cell means for the graphical display of moderational analyses: The internet version, Version 3.0. Victoria University of Wellington, Wellington, New Zealand. 02.02.2020 tarihinde https://psychology.victoria.ac.nz/modgraph/ adresinden erişilmiştir.
  • Kalaycı, Ş. (2016). SPSS Uygulamalı Çok Değişkenli İstatistik Teknikleri, Ankara: Asil Yayınları.
  • Kalyar, M., Usta, A. ve Shafique, I. (2019). When ethical leadership and LMX are more effective in prompting creativity: The moderating role of psychological capital. Baltic Journal of Management, 15(1), 61-80.
  • Liao, S.-H., Chen, C.-C. ve Hu, D.-C. (2018). The role of knowledge sharing and LMX to enhance employee creativity in theme park work team: a case study of Taiwan. International Journal of Contemporary Hospitality Management, 30(5), 2343-2359.
  • Liao, S.-S., Hu, D.-C., Chung, Y.-C. ve Chen, L.-W. (2017). LMX and employee satisfaction: mediating effect of psychological capital. Leadership & Organization Development Journal, 38(3), 433-449.
  • Liden, R. ve Maslyn, J. (1998). Multidimensionality of Leader Member Exchange: An Empirical Assessment Through Scale Development. Journal of Management, 24(1), 43-72.
  • Lin Y. ve Wu J. (2018). A Study of the Effects of Leadership Styles on Innovation Management and Organizational Innovation in Environmental Protection Industry. Ekoloji, 27(106), 771-777.
  • Ma, G. ve Chang, P-C. (2019). The impact of the Leader-Member exchange on innovation behavior: psychological empowerment as a mediator and emotional intelligence as a moderator. 4th International Conference on Humanities Science, Management and Education Technology (HSMET July 2019), Advances in Social Science, Education and Humanities Research, 334, 282-288.
  • Ma, Y., Cheng, W., Ribbens, B.A. ve Zhou, J. (2013). Linking ethical leadership to employee creativity: knowledge sharing and self-efficacy as mediators. Social Behavior and Personality: an International Journal, 41(9), 1409-1419.
  • Mayer, J. D., ve Salovey, P. (1993). The intelligence of emotional intelligence. Intelligence, 17(4), 433–442.
  • Ordun, G ve Acar, A. B. (2014). Impact of Emotional Intelligence on the Establishment and Development of High Quality Leader Member Exchange (LMX). Advances in Management and Applied Economics, 4(2), 111-129.
  • Özsungur, F. (2019). The impact of ethical leadership on service innovation behavior: The mediating role of psychological capital. Asia Pacific Journal of Innovation and Entrepreneurship, 13(1), 73-88.
  • Preacher, K. J., ve Hayes, A. F. (2004). SPSS and SAS Procedures for Estimating Indirect Effects in Simple Mediation Models. Behavior Research Methods, 36(4), 717–731.
  • Qian J, Wang B, Han Z ve Song B (2017). Ethical Leadership, Leader-Member Exchange and Feedback Seeking: A Double-Moderated Mediation Model of Emotional Intelligence and Work-Unit Structure. Frontiers Psychology. 8(1174), 1-11.
  • Raghuram, S., Gajendran, R.S., Liu, X. ve Somaya, D. (2017). Boundaryless LMX: examining LMX’s impact on external career outcomes and alumni goodwill. Personnel Psychology, 70(2), 399-428.
  • Saeed, B.B., Afsar, B., Cheema, S. ve Javed, F. (2019). Leader-member exchange and innovative work behavior The role of creative process engagement, core self-evaluation, and domain knowledge. European Journal of Innovation Management, 22(1), 105-124.
  • Schermuly, C.C., Meyer, B. ve Dämmer, L. (2013). Leader-Member Exchange and Innovative Behavior the Mediating Role of Psychological Empowerment. Journal of Personnel Psychology, 12(3), 132–142.
  • Scott, S. G., ve Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607.
  • Shevlin, Mark ve Miles, Jeremy N. V. (1998). Effects of sample size, model specification and factor loadings on the GFI in confirmatory factor analysis. Personality and Individual Differences, 25(1), 85-90.
  • Shojaei, M.R. ve Siuki, M.E. (2014). A study of relationship between emotional intelligence and innovative work behavior of managers. Management Science Letters, 4, 1449–1454.
  • Tu, Y., ve Lu, X. (2013). How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116, 441–455.
  • Tuna, M., Bircan, H. ve Yeşiltaş, M. (2012). Etik Liderlik Ölçeğinin Geçerlilik ve Güvenilirlik Çalışması: Antalya Örneği. Atatürk Üniversitesi İktisadi ve İdari Bilimler Dergisi, 26(2), 143-155.
  • Wong, C. S. ve Law, K. S. (2002). The effects of leader and follower emotional intelligence on performance and attitude: an exploratory study, Leadership Quarterly, 13, 243-274.
  • Yidong, T. ve Xinxin, L. (2013). How Ethical Leadership Influence Employees’ Innovative Work Behavior: A Perspective of Intrinsic Motivation. Journal of Business Ethics, 116, 441–455.
  • Yu, A., Matta, F.K. ve Cornfield, B. (2017). Is leader-member exchange differentiation beneficial or detrimental for group effectiveness? A meta-analytic investigation and theoretical integration. Academy of Management Journal, 61(3), 1158-1188.
  • Yuan, L., Vu, M-C ve Nguyen, T. T. N. (2019). Effect of Ethical Leadership and Leader-Member Exchange on Voice Behavior – Moderating Impact of Empowerment. European Journal of Business and Management, 11(9), 116-123.
  • Yuan, L., Vu, M-C. ve Nguyen, T. T. N. (2017). Linking Ethical Leadership to Employee Voice Behavior: The Role of Leader-Member Exchange. International Journal of Business and Management Studies, 7(3), 35-41.
  • Zehra, T.T. ve Waheed, A. (2017). Influence of Ethical Leadership on Innovative Work Behavior: Examination of Individual-Level Psychological Mediators. Pakistan Journal of Commerce and Social Sciences, 11(2), 448-470.
  • Zhang, X. ve Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.
  • Zhou, J. (2003). When the presence of creative coworkers is related to creativity: Role of supervisor close monitoring, developmental feedback, and creative personality. Journal of Applied Psychology, 88(3), 413-422.
Toplam 48 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Yavuz Selim Düger 0000-0003-3523-9671

Yayımlanma Tarihi 30 Kasım 2020
Gönderilme Tarihi 12 Mart 2020
Yayımlandığı Sayı Yıl 2020 Cilt: 6 Sayı: 3

Kaynak Göster

APA Düger, Y. S. (2020). Etik Liderlik ve Çalışanların Yenilikçi Davranışı: Lider-Üye Etkileşimi ve Duygusal Zekânın Düzenleyici Aracılık Modeli. Ahi Evran Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 6(3), 706-725. https://doi.org/10.31592/aeusbed.702443