Four Types Of Ethical Leadership

Effective leadership plays a vital role in employee creativity (Carmeli, Reiter-Palmon, & Gelbard, 2013). Different researchers have tested the effect of different types of leadership, like transformational leadership on creativity (Eisenbeib & Boerner, 2013). Trevino, Brown and Harrison (2005) recommended that the ethical leadership has a major impact on enhancing the attitudes and behaviours of the employee. Avey, Palanski & Walumbwa (2011) identified that ethical leadership positively relates to task performance and it also positively relates to pro social while it negatively relates to deviant behaviour. However, a study was conducted by Xinxin & Yidong (2012) is one of the few studies in which the impact of ethical leadership on employee

13). Hofstede (1980) compares low and high uncertainty avoidance in societies and uses the degree of uncertainty avoidance to differentiate between societal norms. High uncertainty avoidance results in high level of stress, inner push to remain busy and showing of emotion. And also acceptance of aggressive behaviour of self and others, less tolerance and acceptance of unclear situations, less acceptance of dissent and a strong need for consensus, clarity, and structure (Reimann, Lunemann & Chase, 2008). So it is difficult for a person to perform in a stress full situation and with that kind of situation it is even more difficult to be creative. Farr and Ford (1990) identify stress produces routine behavioural patterns and generally interfere with novel or creative responses. Other outcome of uncertainty avoidance also affects the creativity of an

Whereas low uncertainty avoidance reflects a loose culture where norms are expressed through a wide variety of alternatives and different channels, tolerating deviant behaviour and errors (Gelfand, Nishii, & Raver, 2006). Key outcomes associated with tightness include order and efficiency, routine, conformity, and stability, all supporting ideas which appropriately fit in with the norms. In contrast, key outcomes associated with looseness include acceptance of diversity, deviation from the rules and openness to change, which enhances exploration and novelty (Gelfand et. al, 2006). With the help of the literature it is clear that due to high uncertainty avoidance the level of stress in an individual increases, not only the stress but also the aggressive behaviour of an individual, Which has a negative effect on the creativity of an employee and employee can’t be able to think of innovatively. High uncertainty avoidance also reflects a tight culture, and because of the tight culture employee cannot perform task other than the defined norms. Another setback of the tight culture is that employee cannot think of ideas which are not fit in the norms. Based on the above discussion I proposed the following