Unpacking the relationship between ethical leadership and innovative work behavior: A moderated mediation model

  • 321 Views
  • 103 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

This study delves into the significant role of innovative work behavior among bankers in achieving competitive superiority and addressing contemporary business needs. It uncovers a research gap in understanding the influence of bankers’ innovative work behaviors and the factors driving these behaviors. This study proposes to examine ethical leadership’s direct and indirect effects on innovative work behavior through the mediating role of bankers’ resilience and the moderating role of a manager’s gender. The study collected perceptual cross-sectional data from employees across Thailand’s ten largest commercial banks via self-administered questionnaires, analyzing 960 responses using structural equation modeling. Anchored in social learning theory, the study’s regression analysis found significant positive effects of ethical leadership on bankers’ innovative work behavior (B = 0.197, p < 0.001), ethical leadership on bankers’ resilience (B = 0.388, p < 0.001), and bankers’ resilience on their innovative work behavior (B = 0.649, p < 0.001). Furthermore, it identified that bankers’ resilience mediates the relationship between ethical leadership and innovative work behavior (B = 0.240, p < 0.05), with the gender of leaders moderating the impact of ethical leadership on innovation. These findings suggest that banks can enhance their competitive edge by fostering ethical leadership and resilience, highlighting the strategic importance of these factors in promoting innovation within the banking sector.

view full abstract hide full abstract
    • Figure 1. Interactive effect of ethical leadership and manager gender on bankers’ resilience
    • Figure 2. Moderated mediation model of ethical leadership, bankers’ resilience, and bankers’ innovative work behavior
    • Table 1. Reliability and validity
    • Table 2. Descriptive statistics and correlation matrix
    • Table 3. Hypothesis testing results
    • Table 4. Conditional indirect effect (moderated mediation)
    • Conceptualization
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Bangxin Peng, Muhammad Anwar
    • Data curation
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Bangxin Peng, Muhammad Anwar
    • Formal Analysis
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Bangxin Peng, Muhammad Anwar
    • Funding acquisition
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha
    • Investigation
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Bangxin Peng, Muhammad Anwar
    • Methodology
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Muhammad Anwar
    • Project administration
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Bangxin Peng
    • Resources
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Bangxin Peng, Muhammad Anwar
    • Software
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha
    • Supervision
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha
    • Validation
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Bangxin Peng, Muhammad Anwar
    • Visualization
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha
    • Writing – original draft
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Bangxin Peng
    • Writing – review & editing
      Peerasut Bunkaewsuk, Rachadatip Uppathampracha, Bangxin Peng, Muhammad Anwar