ENHANCING CREATIVE PERFORMANCE: THE ROLE OF ETHICAL LEADERSHIP, WORK ENGAGEMENT, AND POSITIVE EMOTIONS
Keywords:
Ethical Leadership Style, Creative Performance, Work Engagement, Salesperson, Positive Emotions.Abstract
The pharmaceutical industry is undergoing fast change, and one key factor influencing organizational success and salesperson performance is the leadership style of field managers. This study assesses how ethical leadership style affects central salespersons’ outcomes like positive emotions, work engagement, and creative performance. This study focused on the theoretical and conceptual literature on focal variables. Seven hypotheses were developed to explain how ethical leadership style drives salesperson outcomes in Pakistan’s pharmaceutical industry. A sample of 350 pharmaceutical medical representatives from 30 national and multinational firms was used to evaluate the relationships between the selected variables using SPSS-25.00 and AMOS-22.0. Pharmaceutical companies can benefit from the study's findings in various ways like establishing ethical leadership standards among field managers to enhance creative performance. Investing in programs that foster ethical leadership skills can result in more engaged salespeople with higher creative performance. Limitations and future directions are also discussed.
References
Ahmed Iqbal, Z., Abid, G., Contreras, F., Hassan, Q., & Zafar, R. (2020). Ethical Leadership and Innovative Work Behavior: The Mediating Role of Individual Attributes. Journal of Open Innovation: Technology, Market, and Complexity, 6(3), 68. https://doi.org/10.3390/joitmc6030068
Ali, M., & Ullah, M. S. (2023). Role of laissez-faire leadership in talent management: Evidence from the pharmaceutical industry of Bangladesh. Heliyon, 9(6), e17234. https://doi.org/10.1016/j.heliyon.2023.e17234
Aqif, T., & Mumtaz, S. (2023). Examining the impact of marketing techniques on the prescription behavior of physicians with ethical ideology as a moderator. International Journal of Pharmaceutical and Healthcare Marketing, 17(1), 78–96. https://doi.org/10.1108/IJPHM-01-2021-0009
Asif, Hwang, & Shi. (2019). Ethical Leadership, Affective Commitment, Work Engagement, and Creativity: Testing a Multiple Mediation Approach. Sustainability, 11(16), 4489. https://doi.org/10.3390/su11164489
Bidisha Banerjee & Sudin Bag. (2022). Relationship between creativity, adaptive selling, and sales performance: The moderating role of job satisfaction. Asian Academy of Management Journal, 27(2). https://doi.org/10.21315/aamj2022.27.2.5
Bouckenooghe, D., De Clercq, D., Naseer, S., & Syed, F. (2022). A Curvilinear Relationship Between Work Engagement and Job Performance: The Roles of Feedback-Seeking Behavior and Personal Resources. Journal of Business and Psychology, 37(2), 353–368. https://doi.org/10.1007/s10869-021-09750-7
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002
Buonomo, I., Farnese, M. L., Vecina, M. L., & Benevene, P. (2021). Other-Focused Approach to Teaching. The Effect of Ethical Leadership and Quiet Ego on Work Engagement and the Mediating Role of Compassion Satisfaction. Frontiers in Psychology, 12, 692116. https://doi.org/10.3389/fpsyg.2021.692116
Chen, A. S.-Y., & Hou, Y.-H. (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. https://doi.org/10.1016/j.leaqua.2015.10.007
Diener, E., Thapa, S., & Tay, L. (2020). Positive emotions at work. Annual Review of Organizational Psychology and Organizational Behavior, 7, 451–477. https://doi.org/10.1146/annurev-orgpsych-012119-044908
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing research, 382-388.
Fredrickson, B. L. (2004). The broaden–and–build theory of positive emotions. Philosophical Transactions of the Royal Society of London. Series B: Biological Sciences, 359(1449), 1367–1377. https://doi.org/10.1098/rstb.2004.1512
Fuller, L. P. (2021). Foundational Leadership Theory: An Ethical Leadership Approach to Developing Positive Employee Work Engagement. Open Journal of Business and Management, 09(05), 2136–2151. https://doi.org/10.4236/ojbm.2021.95113
Ganzach, Y., & Yaor, E. (2019). The Retrospective Evaluation of Positive and Negative Affect. Personality and Social Psychology Bulletin, 45(1), 93–104. https://doi.org/10.1177/0146167218780695
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279. https://doi.org/10.1037/0021-9010.87.2.268
Hu, M., Khan, F. A., Quddoos, M. U., Wu, X., & Rafique, A. (2024). The interplay between behavior-based salesforce control systems and salesperson’s creative performance: A closer look at salesperson’s work engagement. Current Psychology, 43(20), 18415–18430. https://doi.org/10.1007/s12144-023-05591-0
Khan, F. A., Ahmad, M., & Saeed, T. (2023). A new perspective on behavior-based sales control system and salespersons’ job outcomes: An outbound pharmaceutical sales perspective. International Journal of Pharmaceutical and Healthcare Marketing, 17(4), 450–475. https://doi.org/10.1108/IJPHM-08-2022-0084
Khan, F. A., Quddoos, M. U., Baloch, N. I., Adeel, M., Siddiqi, A. A., & Amin, M. S. (2024). Does Field Managers’ Interactional Monitoring Style Asphyxiate or Stimulate Salespersons’ Performance? An Explanation Through Dual Mediation Process. Journal of the Knowledge Economy. https://doi.org/10.1007/s13132-024-01961-6
Khan, F. A., Qudoos, M. U., Siddiqi, A. A., Iqbal, M., & Adeel, M. (n.d.). INDUBITABLE VERACITY ABOUT A JOURNEY OF SALESPERSONS’ PERFORMANCE IN A MULTIFACETED PHARMACEUTICAL OUTBOUND SELLING CONTEXT. 43(03).
Nandini, W., Gustomo, A., & Sushandoyo, D. (2022). The Mechanism of an Individual’s Internal Process of Work Engagement, Active Learning and Adaptive Performance. Economies, 10(7), 165. https://doi.org/10.3390/economies10070165
Neuber, L., Englitz, C., Schulte, N., Forthmann, B., & Holling, H. (2022). How work engagement relates to performance and absenteeism: A meta-analysis. European Journal of Work and Organizational Psychology, 31(2), 292–315. https://doi.org/10.1080/1359432X.2021.1953989
Panda, A., Sinha, S., & Jain, N. K. (2022). Job meaningfulness, employee engagement, supervisory support, and job performance: A moderated-mediation analysis. International Journal of Productivity and Performance Management, 71(6), 2316–2336. https://doi.org/10.1108/IJPPM-08-2020-0434
Ping, R. (2004). On assuring valid measures for theoretical models using survey data. Journal of Business Research, 57(2), 125-141.
Quddoos, M. U., Khan, F. A., Adeel, M., Waseem, L. A., & Siddiqi, A. A. (n.d.). DEMYSTIFYING THE PATH FROM ETHICAL LEADERSHIP STYLE TO CREATIVE PERFORMANCE OF OUTBOUND SALESPEOPLE WITHIN THE PHARMACEUTICAL SELLING CONTEXT. 42(12).
Saddique, F., Fatima, H., Muzammil, M. H., Mushtaq, N., & Asghar, M. J. E. K. A. (2023). Impact of Ethical Leadership on Creative Work Performance: The Empirical Mediating Roles of Work Engagement and Attitude Toward Performing Wells in Construction Organizations in Pakistan. Journal of Social Sciences Review, 3(1), 607–622. https://doi.org/10.54183/jssr.v3i1.194
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169
Sarwar, H., Ishaq, M. I., Amin, A., & Ahmed, R. (2020). Ethical leadership, work engagement, employees’ well-being, and performance: A cross-cultural comparison. Journal of Sustainable Tourism, 28(12), 2008–2026. https://doi.org/10.1080/09669582.2020.1788039
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two-sample confirmatory factor analytic approach. Journal of Happiness Studies: An Interdisciplinary Forum on Subjective Well-Being, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
Sharif, S., Lodhi, R. N., Iqbal, K., & Saddique, F. (2022). Gender disparity in leadership boosts affective commitment and tacit knowledge sharing about libraries. International Journal of Organizational Analysis, 30(5), 1212–1234. https://doi.org/10.1108/IJOA-12-2020-2549
Sharma, D., Patel, P., & Shah, M. (2023). A comprehensive study on Industry 4.0 in the pharmaceutical industry for sustainable development. Environmental Science and Pollution Research, 30(39), 90088–90098. https://doi.org/10.1007/s11356-023-26856-y
Shrout, P. E., & Bolger, N. (2002). Mediation in experimental and nonexperimental studies: new procedures and recommendations. Psychological methods, 7(4), 422.
Sok, K. M., Bin, D., & Sok, P. (2022). How and when do the ambidextrous frontline sales employees achieve superior sales performance? Journal of Service Theory and Practice, 32(4), 505–520. https://doi.org/10.1108/JSTP-09-2021-0194
Wibawa, W. M. S., & Takahashi, Y. (2021). The Effect of Ethical Leadership on Work Engagement and Workaholism: Examining Self-Efficacy as a Moderator. Administrative Sciences, 11(2), 50. https://doi.org/10.3390/admsci11020050
Willroth, E. C., Young, G., Tamir, M., & Mauss, I. B. (2023). Judging emotions as good or bad: Individual differences and associations with psychological health. Emotion, 23(7), 1876–1890. https://doi.org/10.1037/emo0001220
Yun, J. J., Lee, M., Park, K., & Zhao, X. (2019). Open Innovation and Serial Entrepreneurs. Sustainability, 11(18), 5055. https://doi.org/10.3390/su11185055
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 PAKISTAN ISLAMICUS (An International Journal of Islamic & Social Sciences)
This work is licensed under a Creative Commons Attribution 4.0 International License.
This work is licensed under a Creative Commons Attribution 4.0 International License.
