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THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE

Year 2018, Volume: 5 Issue: 3, 202 - 211, 30.09.2018

Abstract

Purpose- The
aim of this study is to investigate possible direct and indirect effects
(through leader-member exchange-LMX) of member’s ethical leadership perception
on their career success and individual creativity.

Methodology- Survey
method was used to test the hypothesized effects in the proposed
model. A total of 212 employees from private sector companies in a province
of Turkey participated in the survey. Survey results were analysed by
structural equation modelling.

Findings- The results
show that ethical leadership affects LMX positively and in turn LMX has a
positive and significant impact on creativity. Thus, ethical leadership was
found to have only indirect effect on creativity through LMX. On the other
hand, ethical leadership was found to have a positive and statistically
significant direct effect on career success.







Conclusion- Working
with an ethical leader brings close interaction between employee and the
leader, fosters employee’s loyalty to the leader and commitment to the
organizational tasks beyond formal requirements. In turn, high leader-member
exchange leads to an increase in employee’s creativity.  Moreover, if employees believe that their
leader adopts ethical beliefs and performs ethically, they would be satisfied
with their improvement in achieving career goals regarding promotion, salary
and work success regardless of the quality of their relationship with the
leader.
 

References

  • Anderson, J. C., Gerbing, D. W. (1988). Structural equation modeling in practice: a review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
  • Atılmış, T. (2016). Effect of locus of control and leader member exchange on job satisfaction in business (Unpublished Master Thesis). Balıkesir: Balıkesir University.
  • Atwater, L., Carmeli, A. (2009). Leader–member exchange, feelings of energy, and involvement in creative work. The Leadership Quarterly, 20(3), 264-275.
  • Avey, J. B., Wernsing, T. S., Palanski, M. E. (2012). Exploring the process of ethical leadership: the mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21-34.
  • Bagozzi, R. P., Yi, Y. (1988). On the evaluation of structural equation model. Journal of Academy of Marketing Science, 16(1), 74-94.
  • Bas, T., Keskin, N., Mert, İ. S. (2010). Leader member exchange (LMX) model and validity and reliability of its instrument in Turkish. Ege Academic Review, 10(3), 1013-1039.
  • Blau, P. (1964). Power and exchange in social life. New York: J Wiley & Sons.
  • Bolat, O. İ. (2011). The relationship between leader member exchange and burnout. İş-Güç Industrial Relations and Human Resources Journal, 13(2), pp.63-80.
  • Brown, M. E. Trevıno, L. K., Harrison, A. D. (2005). Ethical leadership: a social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
  • Budak, G., Gürbüz, S. (2016). Çok boyutlu öznel kariyer başarisi: bir ölçek uyarlama çalişması. 4. Örgütsel Davranış Kongresi, 4-5 November, Çukurova University, 460-470.
  • Can, H. (2005). Organizasyon ve yönetim (7. press). Ankara: Siyasal Kitabevi.
  • Carnevale, J. B., Huang, L., Crede, M., Harms, P., Uhl-Bien, M. (2017). Leading to stimulate employees ideas: a quantitative review of leader-member exchange, employee voice, creativity and innovative behavior. Applied Psychology: An International Review, 66(4), 517–552.
  • Cemaloğlu, N., Kılınç, A. Ç. (2012). The relationship between school principals’ ethical leadership behaviors and teachers’ perceived organizational trust and mobbing. Education and Science, 37(165), 137-151.
  • Chen, Z., Lam, W., Zhong, J. A. (2007). Leader-member exchange and member performance: a new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal of Applied Psychology, 92(1), 202-212.
  • Chen, A., Hou, Y. (2016). The effects of ethical leadership, voice behavior and climates for innovation on creativity: a moderated mediation examination. The Leadership Quarterly, 27(1), 1-13.
  • Chughtai, A. A. (2016). Can ethical leaders enhance their followers’ creativity?. Leadership, 12(2), 230-249.
  • Cindiloğlu, M., Polatcı, S., Özçalık, F., Gültekin, Z. (2017). The effects of workplace loneliness on job and life satisfaction: the mediating role of leader-member exchange. Ege Academic Review, 17(2), 191-200.
  • Daft, R. L., Steers, R. M. (1986). Organizations: a micro/macro approach. Scott Foresman & Co.
  • Dansereau, F., Cashman, J., Graen, G. (1973). Instrumentality theory and equity theory as complementary approaches in predicting the relationship of leadership and turnover among managers. Organizational Behavior and Human Performance, 10(2), 184-200.
  • Deluga, R. J. (1994). Supervisor trust building, leader-member exchange and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 67(4),.315-326.
  • Deluga, R. J., Perry, J. T. (1994). The role of subordinate performance and ingratiation in leader-member exchanges. Group & Organization Management, 19(1), 67-86.
  • Dienesch, R. M., Liden, R. C. (1986). Leader-member exchange model of leadership: a critique and further development. Academy of Management Review, 11(3), 618-634.
  • Erdogan, B., Liden, R. C., Kraimer, M. L. (2006). Justice and leader-member exchange: the moderating role of organizational culture. Academy of Management Journal, 49(2), 395-406.
  • Fornell, C., Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.
  • Greenhause, J. H., Parasuraman, S., Wormley, W. M. (1990). Effects of race on organizational experiences, job performance evaluations and career outcomes. Academy of Management Journal, 33(1), 64-86.
  • Gerstner, C. R., Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: correlates and construct issues. Journal of Applied Psychology, 82(6), 827-844.
  • Gu, Q., Tang, T., 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(3), 513-529.
  • Gürbüz, R. (2012). The relationship between organizational commitment perceived organizational support and organizational trust (Unpublished Master Thesis). Erzurum: Atatürk University.
  • Hair, J. F., Anderson, R. E., Tatham, R. L., Black, W. C. (1998). Multivariate data analysis. New Jersey: Prentice Hall.
  • Hall, D. T. (2002). Careers in and out of Organizations. Sage Publishing.
  • Hall, D. T., Chandler, D. E. (2005). Psychological success: when the career is a calling. Journal of Organizational Behavior, 26(2), 155-176.
  • Harris, K. J., Kacmar, K. M., Carlson, D. S. (2006). An examination of temporal variables and relationship quality on promotability ratings. Group & Organizational Management, 31(6), 677-700.
  • Javed, B., Khan, A. A., Bashir, S., Arjoon, S. (2017). Impact of ethical leadership on creativity: the role of psychological empowerment. Current Issues in Tourism, 20(8), pp.839-851.
  • Javed, B., Rawwas, M., Khandai, S., Shadid, K., Tayyeb, H. (2018). Ethical leadership, trust in leader and creativity: the mediated mechanism and interacting effect. Journal of Management and Organization, 1-18.
  • Jex, S. M., Britt, W. T. (2008). Organizational psychology: a scientist-practitioner approach (2. press). Canada: John Wiley ve Sons.
  • Kanbur, E., Özyer, K. (2016). The effect of individual creativity level of employees on their intrapreneurship performance. Yönetim ve Ekonomi Araştırmaları Dergisi, 14(2), 264-275.
  • Kaşlı, M., Seymen, O. A. (2015). Personality traits, leader-member exchange and exhaustion relation. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, 27, 109-122.
  • Katı, Y. (2016). The Relationship between political skills of emloyees and career success: the mediating effect of leader member exchange (Unpublished Master Thesis). Balıkesir: Balıkesir University.
  • Katz, D., Kahn, R. L. (1978). The social psychology of organizations (2. Ed.). New York: John Wiley and Sons.
  • Kesen, M. (2016). Examining the work alienation of academic staff from the perspective of ethical leadership and demographic variables: an empirical study. The Journal of Academic Social Science, 4(22), 118-134.
  • Liden, R. C., Erdoğan, B., Wayne, S. J., Sparrowe, R. T. (2006). Leader‐Member exchange, differentiation, and task interdependence: implications for individual and group performance. Journal of Organizational Behavior, 27(6), 723-746.
  • Liden, R. C., Maslyn, J. M. (1998). Multidimensionality of leader-member exchange:an empirical assessment through scale development. Journal of Management, 24(1), 43-72.
  • Ma, Y., Cheng, W., Ribbens, B., Zhou, J. (2013). Linking ethical leadership to employee creativity: knowledge sharing and self-efficacy as mediators. Social Behavior and Personality: An International Journal, 41, 1409-1420.
  • Mehmood, S. (2016). Impact of ethical leadership on employee creativity: mediating role of trust and moderating role of creative self efficacy. Jinnah Business Review, 4(2), 65-74.
  • Meydan, C. H., Şeşen, H. (2011). Yapısal eşitlik modellemesi: AMOS uygulamaları. Ankara: Detay Yayıncılık.
  • Munoz-Doyague, M. F., Gonzalez-Alvarez, N., Neito, M. (2008). An examination of individual factors and employees’ creativity: the case of Spain. Creativity Research Journal, 20(1), 21-33.
  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., Chonko, L. B. (2009). The virtuous influence of ethical leadership behavior: evidence from the field. Journal of Business Ethics, 90(2), 157–170.
  • Palanski, M., Vogelgesang, G. R. (2011). Virtuous creativity: the effects of leader behavioural integrity on follower creative thinking and risk taking. Canadian Journal of Administrative Sciences, 28(3), 259–269.
  • Peng, J., Chen, Y., Xia, Y., Ran, Y. (2017). Workplace loneliness, leader-member exchange and creativity: the cross-level moderating role of leader compassion. Personality and Individual Differences, 104, 510–515.
  • Phillips, A. S., Bedeian A. G. (1994). Leader-follower exchange quality: the role of personal and interpersonal attributes. Academy of Management Journal, 37(4), 990-1001.
  • Qu, R., Shi, K., Gao, L. (2012). When leader-member exchange promotes employee creativity. Proceedings of the International Conference on Information Management, Innovation Management and Industrial Engineering, ICIII. International Conference, 194-197.
  • Qu, R., Janssen, O., Shi, K. (2017). Leader-member exchange and follower creativity: the moderating roles of leader and follower expectations for creativity. International Journal of Human Resource Management, 28(4), 603-626.
  • Scandura, T. A., Graen, G. (1984). Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69(3), 428-436.
  • Schriesheim, C. A., Scandura, T. A., Eisenbach, R. J., Neider, L. L. (1992). Validation of a new leader-member exchange scale (LMX-6) using hierarchically-nested maximum likelihood confirmatory factor analysis. Educational and Psychological Measurement, 52(4), 983-992.
  • Seibert, S. E., Kraimer, M. L. (2001). The five-factor model of personality and career success. Journal of Vocational Behavior, 58(1), 1-21.
  • Shalley, C. E., Gilson, L. L., Blum, T. C. (2000). Matching creativity requirements and the work environment: effects on satisfaction and intentions to leave. Academy of Management Journal, 43(2), 215-223.
  • Straub, D. W. (1989). Validating instruments in MIS research. MIS Quarterly, 13(2), 147-69.
  • Yıldırım, E. (2007). Creativity in the age of information and importance of managing creativity. Karamanoğlu Mehmetbey Üniversitesi Sosyal ve Ekonomik Araştırmalar Dergisi, 12(9), 109-120.
  • Yıldırım, A. (2010). An application on the relationship between ethical leadership and organizational justice (Unpublished Master Thesis). Karaman:Karamanoğlu Mehmet Bey University.
  • Yılmaz D. (2007). The effect of social culture on institutional culture and human resources applications (UnPublished Master Thesis). İstanbul:Marmara University.
  • Wayne, S. J., Green, S. A. (1993). The effects of leader-member exchange on employee citizenship and impression management behavior. Human Relations, 46(12), 1431-1440.
  • Woodman, R. W., Sawyer, J. E., Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293-321.
  • Zahra, T. T., 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.
Year 2018, Volume: 5 Issue: 3, 202 - 211, 30.09.2018

Abstract

References

  • Anderson, J. C., Gerbing, D. W. (1988). Structural equation modeling in practice: a review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
  • Atılmış, T. (2016). Effect of locus of control and leader member exchange on job satisfaction in business (Unpublished Master Thesis). Balıkesir: Balıkesir University.
  • Atwater, L., Carmeli, A. (2009). Leader–member exchange, feelings of energy, and involvement in creative work. The Leadership Quarterly, 20(3), 264-275.
  • Avey, J. B., Wernsing, T. S., Palanski, M. E. (2012). Exploring the process of ethical leadership: the mediating role of employee voice and psychological ownership. Journal of Business Ethics, 107(1), 21-34.
  • Bagozzi, R. P., Yi, Y. (1988). On the evaluation of structural equation model. Journal of Academy of Marketing Science, 16(1), 74-94.
  • Bas, T., Keskin, N., Mert, İ. S. (2010). Leader member exchange (LMX) model and validity and reliability of its instrument in Turkish. Ege Academic Review, 10(3), 1013-1039.
  • Blau, P. (1964). Power and exchange in social life. New York: J Wiley & Sons.
  • Bolat, O. İ. (2011). The relationship between leader member exchange and burnout. İş-Güç Industrial Relations and Human Resources Journal, 13(2), pp.63-80.
  • Brown, M. E. Trevıno, L. K., Harrison, A. D. (2005). Ethical leadership: a social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
  • Budak, G., Gürbüz, S. (2016). Çok boyutlu öznel kariyer başarisi: bir ölçek uyarlama çalişması. 4. Örgütsel Davranış Kongresi, 4-5 November, Çukurova University, 460-470.
  • Can, H. (2005). Organizasyon ve yönetim (7. press). Ankara: Siyasal Kitabevi.
  • Carnevale, J. B., Huang, L., Crede, M., Harms, P., Uhl-Bien, M. (2017). Leading to stimulate employees ideas: a quantitative review of leader-member exchange, employee voice, creativity and innovative behavior. Applied Psychology: An International Review, 66(4), 517–552.
  • Cemaloğlu, N., Kılınç, A. Ç. (2012). The relationship between school principals’ ethical leadership behaviors and teachers’ perceived organizational trust and mobbing. Education and Science, 37(165), 137-151.
  • Chen, Z., Lam, W., Zhong, J. A. (2007). Leader-member exchange and member performance: a new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal of Applied Psychology, 92(1), 202-212.
  • Chen, A., Hou, Y. (2016). The effects of ethical leadership, voice behavior and climates for innovation on creativity: a moderated mediation examination. The Leadership Quarterly, 27(1), 1-13.
  • Chughtai, A. A. (2016). Can ethical leaders enhance their followers’ creativity?. Leadership, 12(2), 230-249.
  • Cindiloğlu, M., Polatcı, S., Özçalık, F., Gültekin, Z. (2017). The effects of workplace loneliness on job and life satisfaction: the mediating role of leader-member exchange. Ege Academic Review, 17(2), 191-200.
  • Daft, R. L., Steers, R. M. (1986). Organizations: a micro/macro approach. Scott Foresman & Co.
  • Dansereau, F., Cashman, J., Graen, G. (1973). Instrumentality theory and equity theory as complementary approaches in predicting the relationship of leadership and turnover among managers. Organizational Behavior and Human Performance, 10(2), 184-200.
  • Deluga, R. J. (1994). Supervisor trust building, leader-member exchange and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 67(4),.315-326.
  • Deluga, R. J., Perry, J. T. (1994). The role of subordinate performance and ingratiation in leader-member exchanges. Group & Organization Management, 19(1), 67-86.
  • Dienesch, R. M., Liden, R. C. (1986). Leader-member exchange model of leadership: a critique and further development. Academy of Management Review, 11(3), 618-634.
  • Erdogan, B., Liden, R. C., Kraimer, M. L. (2006). Justice and leader-member exchange: the moderating role of organizational culture. Academy of Management Journal, 49(2), 395-406.
  • Fornell, C., Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.
  • Greenhause, J. H., Parasuraman, S., Wormley, W. M. (1990). Effects of race on organizational experiences, job performance evaluations and career outcomes. Academy of Management Journal, 33(1), 64-86.
  • Gerstner, C. R., Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: correlates and construct issues. Journal of Applied Psychology, 82(6), 827-844.
  • Gu, Q., Tang, T., 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(3), 513-529.
  • Gürbüz, R. (2012). The relationship between organizational commitment perceived organizational support and organizational trust (Unpublished Master Thesis). Erzurum: Atatürk University.
  • Hair, J. F., Anderson, R. E., Tatham, R. L., Black, W. C. (1998). Multivariate data analysis. New Jersey: Prentice Hall.
  • Hall, D. T. (2002). Careers in and out of Organizations. Sage Publishing.
  • Hall, D. T., Chandler, D. E. (2005). Psychological success: when the career is a calling. Journal of Organizational Behavior, 26(2), 155-176.
  • Harris, K. J., Kacmar, K. M., Carlson, D. S. (2006). An examination of temporal variables and relationship quality on promotability ratings. Group & Organizational Management, 31(6), 677-700.
  • Javed, B., Khan, A. A., Bashir, S., Arjoon, S. (2017). Impact of ethical leadership on creativity: the role of psychological empowerment. Current Issues in Tourism, 20(8), pp.839-851.
  • Javed, B., Rawwas, M., Khandai, S., Shadid, K., Tayyeb, H. (2018). Ethical leadership, trust in leader and creativity: the mediated mechanism and interacting effect. Journal of Management and Organization, 1-18.
  • Jex, S. M., Britt, W. T. (2008). Organizational psychology: a scientist-practitioner approach (2. press). Canada: John Wiley ve Sons.
  • Kanbur, E., Özyer, K. (2016). The effect of individual creativity level of employees on their intrapreneurship performance. Yönetim ve Ekonomi Araştırmaları Dergisi, 14(2), 264-275.
  • Kaşlı, M., Seymen, O. A. (2015). Personality traits, leader-member exchange and exhaustion relation. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, 27, 109-122.
  • Katı, Y. (2016). The Relationship between political skills of emloyees and career success: the mediating effect of leader member exchange (Unpublished Master Thesis). Balıkesir: Balıkesir University.
  • Katz, D., Kahn, R. L. (1978). The social psychology of organizations (2. Ed.). New York: John Wiley and Sons.
  • Kesen, M. (2016). Examining the work alienation of academic staff from the perspective of ethical leadership and demographic variables: an empirical study. The Journal of Academic Social Science, 4(22), 118-134.
  • Liden, R. C., Erdoğan, B., Wayne, S. J., Sparrowe, R. T. (2006). Leader‐Member exchange, differentiation, and task interdependence: implications for individual and group performance. Journal of Organizational Behavior, 27(6), 723-746.
  • Liden, R. C., Maslyn, J. M. (1998). Multidimensionality of leader-member exchange:an empirical assessment through scale development. Journal of Management, 24(1), 43-72.
  • Ma, Y., Cheng, W., Ribbens, B., Zhou, J. (2013). Linking ethical leadership to employee creativity: knowledge sharing and self-efficacy as mediators. Social Behavior and Personality: An International Journal, 41, 1409-1420.
  • Mehmood, S. (2016). Impact of ethical leadership on employee creativity: mediating role of trust and moderating role of creative self efficacy. Jinnah Business Review, 4(2), 65-74.
  • Meydan, C. H., Şeşen, H. (2011). Yapısal eşitlik modellemesi: AMOS uygulamaları. Ankara: Detay Yayıncılık.
  • Munoz-Doyague, M. F., Gonzalez-Alvarez, N., Neito, M. (2008). An examination of individual factors and employees’ creativity: the case of Spain. Creativity Research Journal, 20(1), 21-33.
  • Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., Chonko, L. B. (2009). The virtuous influence of ethical leadership behavior: evidence from the field. Journal of Business Ethics, 90(2), 157–170.
  • Palanski, M., Vogelgesang, G. R. (2011). Virtuous creativity: the effects of leader behavioural integrity on follower creative thinking and risk taking. Canadian Journal of Administrative Sciences, 28(3), 259–269.
  • Peng, J., Chen, Y., Xia, Y., Ran, Y. (2017). Workplace loneliness, leader-member exchange and creativity: the cross-level moderating role of leader compassion. Personality and Individual Differences, 104, 510–515.
  • Phillips, A. S., Bedeian A. G. (1994). Leader-follower exchange quality: the role of personal and interpersonal attributes. Academy of Management Journal, 37(4), 990-1001.
  • Qu, R., Shi, K., Gao, L. (2012). When leader-member exchange promotes employee creativity. Proceedings of the International Conference on Information Management, Innovation Management and Industrial Engineering, ICIII. International Conference, 194-197.
  • Qu, R., Janssen, O., Shi, K. (2017). Leader-member exchange and follower creativity: the moderating roles of leader and follower expectations for creativity. International Journal of Human Resource Management, 28(4), 603-626.
  • Scandura, T. A., Graen, G. (1984). Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69(3), 428-436.
  • Schriesheim, C. A., Scandura, T. A., Eisenbach, R. J., Neider, L. L. (1992). Validation of a new leader-member exchange scale (LMX-6) using hierarchically-nested maximum likelihood confirmatory factor analysis. Educational and Psychological Measurement, 52(4), 983-992.
  • Seibert, S. E., Kraimer, M. L. (2001). The five-factor model of personality and career success. Journal of Vocational Behavior, 58(1), 1-21.
  • Shalley, C. E., Gilson, L. L., Blum, T. C. (2000). Matching creativity requirements and the work environment: effects on satisfaction and intentions to leave. Academy of Management Journal, 43(2), 215-223.
  • Straub, D. W. (1989). Validating instruments in MIS research. MIS Quarterly, 13(2), 147-69.
  • Yıldırım, E. (2007). Creativity in the age of information and importance of managing creativity. Karamanoğlu Mehmetbey Üniversitesi Sosyal ve Ekonomik Araştırmalar Dergisi, 12(9), 109-120.
  • Yıldırım, A. (2010). An application on the relationship between ethical leadership and organizational justice (Unpublished Master Thesis). Karaman:Karamanoğlu Mehmet Bey University.
  • Yılmaz D. (2007). The effect of social culture on institutional culture and human resources applications (UnPublished Master Thesis). İstanbul:Marmara University.
  • Wayne, S. J., Green, S. A. (1993). The effects of leader-member exchange on employee citizenship and impression management behavior. Human Relations, 46(12), 1431-1440.
  • Woodman, R. W., Sawyer, J. E., Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293-321.
  • Zahra, T. T., 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.
There are 63 citations in total.

Details

Primary Language English
Journal Section Articles
Authors

Canan Nur Karabey 0000-0003-0597-3605

Zisan Duygu Aliogullari This is me 0000-0001-6602-0344

Publication Date September 30, 2018
Published in Issue Year 2018 Volume: 5 Issue: 3

Cite

APA Karabey, C. N., & Aliogullari, Z. D. (2018). THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE. Research Journal of Business and Management, 5(3), 202-211.
AMA Karabey CN, Aliogullari ZD. THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE. RJBM. September 2018;5(3):202-211.
Chicago Karabey, Canan Nur, and Zisan Duygu Aliogullari. “THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE”. Research Journal of Business and Management 5, no. 3 (September 2018): 202-11.
EndNote Karabey CN, Aliogullari ZD (September 1, 2018) THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE. Research Journal of Business and Management 5 3 202–211.
IEEE C. N. Karabey and Z. D. Aliogullari, “THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE”, RJBM, vol. 5, no. 3, pp. 202–211, 2018.
ISNAD Karabey, Canan Nur - Aliogullari, Zisan Duygu. “THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE”. Research Journal of Business and Management 5/3 (September 2018), 202-211.
JAMA Karabey CN, Aliogullari ZD. THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE. RJBM. 2018;5:202–211.
MLA Karabey, Canan Nur and Zisan Duygu Aliogullari. “THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE”. Research Journal of Business and Management, vol. 5, no. 3, 2018, pp. 202-11.
Vancouver Karabey CN, Aliogullari ZD. THE IMPACT OF ETHICAL LEADERSHIP ON MEMBER’S CREATIVITY AND CAREER SUCCESS: THE MEDIATING ROLE OF LEADER-MEMBER EXCHANGE. RJBM. 2018;5(3):202-11.

Research Journal of Business and Management (RJBM) is a scientific, academic, double blind peer-reviewed, quarterly and open-access online journal. The journal publishes four issues a year. The issuing months are March, June, September and December. The publication languages of the Journal are English and Turkish. RJBM aims to provide a research source for all practitioners, policy makers, professionals and researchers working in all related areas of business, management and organizations. The editor in chief of RJBM invites all manuscripts that cover theoretical and/or applied researches on topics related to the interest areas of the Journal. RJBM publishes academic research studies only. RJBM charges no submission or publication fee.

Ethics Policy - RJBM applies the standards of Committee on Publication Ethics (COPE). RJBM is committed to the academic community ensuring ethics and quality of manuscripts in publications. Plagiarism is strictly forbidden and the manuscripts found to be plagiarized will not be accepted or if published will be removed from the publication. Authors must certify that their manuscripts are their original work. Plagiarism, duplicate, data fabrication and redundant publications are forbidden. The manuscripts are subject to plagiarism check by iThenticate or similar. All manuscript submissions must provide a similarity report (up to 15% excluding quotes, bibliography, abstract, method).

Open Access - All research articles published in PressAcademia Journals are fully open access; immediately freely available to read, download and share. Articles are published under the terms of a Creative Commons license which permits use, distribution and reproduction in any medium, provided the original work is properly cited. Open access is a property of individual works, not necessarily journals or publishers. Community standards, rather than copyright law, will continue to provide the mechanism for enforcement of proper attribution and responsible use of the published work, as they do now.