Drawing upon social information processing theory, the study examined how ethical leadership shapes creative performance. Specifically, we tested a theoretical model integrating the sequential roles of psychological safety and creative self‐efficacy. A two‐waved sample of 512 supervisor‐subordinate dyads from frontline employees of three service industries located in Ghana was administered. The results of the hierarchical linear modeling analysis revealed that there is a positive relationship between ethical leadership and creative performance and that psychological safety positively and significantly mediates the relationship between ethical leadership and creative performance. Similarly, creative self‐efficacy significantly and positively mediates the relationship between ethical leadership and creative performance. Moreover, both psychological safety and creative self‐efficacy sequentially mediate the relationship between ethical leadership and creative performance. We discuss the implications of these results for research and practice.

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Purpose Drawing upon the “too-much-of-a-good-thing (TMGT)” effect and conservation of resources (COR) theory, the purpose of this paper is to examine the mediation mechanism between empowering leadership and employee job performance. Specifically, the authors propose a curvilinear relationship between empowering leadership and job performance, and also suggest that employee harmonious and obsessive work passions mediate the curvilinear relationship between empowering leadership and job performance. Further the moderation role of collectivism orientation (CO) in the relationship between empowering leadership and job performance is also examined. Design/methodology/approach Questionnaires are used to obtain survey data from 256 supervisor–subordinate dyads in three companies in the communication sector of Ghana. A follow-up interview was also conducted to enhance explanation of research findings. Hierarchical regression analysis is used to analyze the associations among the variables. Findings The results revealed that the significant inverted U-shaped relationship between empowering leadership and subordinate job performance is mediated by both harmonious and obsessive passion for work. A significant moderation effect of CO in the empowering leadership–job performance relationship could not be established. Originality/value This study adapts the “TMGT” effect and COR theory in the explanation of an integrated model including empowering leadership, job performance, employee passion for work, and CO in the Ghanaian context.

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