Did ethical leadership help to increase academic staff’s innovative work behavior? The mediating role of intrinsic motivation and proactive personality

• Published in: Current psychology (New Brunswick, N.J.) N.J.), 2024-03, Vol.43 (11), p.9625-9637
• Main Author: Yeap, Sock Beei
• Format: Article
• Language: English
• Subjects: Behavioral Science and Psychology; Community colleges; Ethics; Leadership; Personality; Psychology; Social Sciences
• ISSN: 1046-1310; 1936-4733
• DOI: 10.1007/s12144-023-04960-z

The underdeveloped state of research publishing and collaborative networks in polytechnics and community colleges serves as a crucial indicator to improve innovative work behavior. Ethical leaders need to become more effective in their roles to handle challenges with greater ease in the development of the fourth technological revolution. This study investigates the effect of ethical leadership on academic staff’s innovative work behavior in polytechnics and community colleges. Specifically, this study hypothesizes that intrinsic motivation and proactive personality mediate the relationship between ethical leadership and innovative work behavior. A total of 254 data were collected from 15 polytechnics and community colleges in Penang, Kedah, and Perlis. This study employed the partial least squares structural equation modeling (PLS-SEM) approach. Results indicated that ethical leadership did not have a direct effect on innovative work behavior. Nevertheless, intrinsic motivation and proactive personality mediated the relationship between ethical leadership and innovative work behavior. Therefore, ethical leaders should be conscious of the importance of ethical behavior and continuously practice these principles. This practice can result in boosting the intrinsic motivation and proactive personality of academic staff, ultimately improving their innovative work behavior. Implications and limitations are also presented.