Does Moral Leadership Enhance Employee Creativity? Employee Identification with Leader and Leader–Member Exchange (LMX) in the Chinese Context

By Qinxuan Gu, Thomas Li-Ping Tang, Wan Jiang. 2015

366 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/216399dbe00bb930d4d05acd1df90b163e1c09ef

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. O. Epitropaki
2. Jinsoo Hwang
3. Muhammad Asif
4. Allan Lee
5. A. Tian
6. Yves R. F. Guillaume
7. Miao Qing
8. Robin Martin

In Information Systems and Management

1. Jinsoo Hwang
2. Muhammad Asif
3. H. Shi
4. A. Tian
5. Miao Qing
6. O. Epitropaki
7. R. Kark
8. A. Legood

In Organizational Behavior and Human Resource Management

1. O. Epitropaki
2. R. Kark
3. A. Legood
4. C. Mainemelis
5. Allan Lee
6. Alexander Newman
7. Robin Martin
8. G. Thomas

Citations in the corpus

• Creative Leadership: A Multi-Context Conceptualization† (2015, background): “Gu et al. (2015) examined moral leadership in a Chinese context and found that the relationship between”
• Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach (2019, result): “Even though earlier research had confirmed the relationships between ethical leadership and employee creativity [44,65], no research has been conducted using employee affective commitment and work engagement as potential mediators.”
• Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support (2019, result): “Nevertheless, in line with previous research (e.g., Gu et al., 2015), we demonstrated that LMX ambivalence has incremental validity over ambivalent leader identification (see online supplemental material).”