Interplay of Ethical Leadership and Openness to Experience on Readiness for Change and Outcomes

Abstract

Ethical leadership influences employee outcomes (creativity) through their readiness to adapt, according to the current study model, which draws inspiration from social learning theory. An ethically led workforce, according to the idea, encourages high levels of innovation and flexibility among workers. This study also provided support for the hypothesis that leaders with high levels of openness to experience are more likely to be ethical leaders, and that this correlation is stronger in leaders with low levels of openness to experience. A quantitative research methodology was used to assess the results. Due to the adoption of a time-lag research strategy, 317 participants were included in the sample. The data came from a variety of sectors in Pakistan. The findings lend support to the idea that employees' flexibility mediates the relationship between moral leadership and creativity. Another noteworthy link between change readiness and ethical leadership is moderated by openness to experience, according to the research. This is the result of the present study's analysis of its theoretical and methodological merits, as well as its implications and future research limitations.