The Role of Work Autonomy in Moderating the Effects of Ethical Leadership and Organizational Climate on Employees’ Creative Performance

Abstract

Background and Objective: Work autonomy, which is defined as freedom in planning work procedures, is also regarded as significant since it can boost employees' courage to try new things. This study aims to examine the effects of work engagement, ethical leadership, and organizational climate on employees’ creative performance, as well as to investigate the moderating role of work autonomy. Research Design: This study employs a quantitative approach using a cross-sectional survey design. Research Setting and Period: The research was conducted in Indonesia between June and September 2025, involving employees from various industrial sectors. Methodology: A total of 310 respondents participated through an online questionnaire. Data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) with SmartPLS software. The analysis included assessment of the measurement model, structural model, and moderation effects. Results: The findings past that organizational climate, ethical leadership, and work autonomy have significant positive effects on employees’ creative performance. In contrast, work engagement pasts no significant effect. Furthermore, work autonomy does not significantly moderate the relationships between work engagement, organizational climate, ethical leadership, and creative performance. Conclusion: These results highlight the importance of ethical leadership, a supportive organizational climate, and job autonomy in fostering employee creativity. This study contributes empirical evidence to the human resource management literature, particularly within the context of an emerging economy.