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Purpose: The current study aims to investigate the mediating role of organizational learning (OL) on the relationship between transformational leadership (TFL) and employee creativity (EC) in Vietnamese SMEs.   Theoretical framework:  The world underwent enormous and ongoing changes in SMEs after the Covid-19 pandemic. Leaders and employees must be more effective and adaptive to enhance systems and processes and meet client requests. Recently, SMEs in Vietnam have struggled to improve CEOs and staff with the professional credentials necessary to compete in the market and integrate.   Design/methodology/approach:  The framework and hypotheses were examined using SEM on SPSS and AMOS software to analyse the data after receiving 397 valid responses from SMEs in Vietnam.   Findings: Findings confirmed that TFL positively affects EC and OL. The role of individual motivation on individual consideration outweighs those of the other characteristics of TFL. OL played a partly mediator role in the relationship between TFL and EC.   Research, Practical & Social implications: This study provides an inventory of knowledge about the reality of OL and its mediating role on the relationship between TLF and EC, which contributes to enriching the library in overall and Vietnamese in specific in this subject.   Originality/value: This paper is one of the first papers in the Vietnamese SMEs context to address the mediating effect of OL between TLF and EC.

This paper presents the findings of a study which examined the relationship between ethical leadership, organizational harmony, and two dimensions of employee voice behavior including employee promotive voice behavior and employee prohibitive voice behavior in the Vietnamese workplace. Further, the study determined the influence of ethical leadership, and organizational harmony on two dimensions of employee voice behavior. This articles also test the mediating role of organizational harmony in the relationship between ethical leadership and employee voice behavior. Although these interrelations are very important for enhancing employee voice behavior, few empirical studies analyze these relationship together. Besides, few empirical studies analyze these relationship in the Vietnamese context. Finally, the study examined the most important factor that influences employee voice behavior. This article explores those relationships using SEM with data from 687 employees in Vietnamese companies. The findings indicated that ethical leaders can foster organizational harmony that promotes employee promotive and prohibitive voice behavior. The analytical results also shown that organizational harmony plays a mediating role in the relationship between ethical leadership and employee promotive and prohibitive voice behavior. On the other hand, there is a positive association exists between organizational harmony and employee promotive and prohibitive voice behavior. Implications for future research, theory, and practice were discussed.

The purpose of this paper is to examine the effect of ethical leadership and leader-member exchange on employee voice behavior and moderating effect of employee empowerment. Data collected from 718 full time working employees via questionnaires, incorporating ethical leadership, leader-member exchange, employee voice behavior and employee empowerment. Correlation and regression analysis was to examine the relationship, association and effect of the variables on each other. Results indicated a strong, positive and significant association between ethical leadership, leader-member exchange and employee empowerment and employee voice behavior. Further regression results specify that ethical leadership, leader-member exchange and employee empowerment effect employee voice behavior positively and significantly. Results point out that interactive effect of employee empowerment is there in between leader-member exchange and employee voice behavior. Current study provides a new aspect to focus for the organizations that is importance of ethical leadership to enhance employee voice behavior through leader-member exchange and employee empowerment. Organization needs to acknowledge the significance of ethical leadership behavior to training and enhancing ethical behavior of leader in order to maximize employee voice behavior for organization efficiency.