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This study aims to explore the impact of ethical leadership on employee creative deviance, with job autonomy as a mediator and creative self-efficacy as a moderator between job autonomy and creative deviance.

A survey was developed based on construct measures from the literature. A total of 316 responses were received from employees of information and communication technology companies located in China's Pearl River Delta.

Both ethical leadership and job autonomy have a positive impact on employee creative deviance; job autonomy plays a mediating role between ethical leadership and creative deviance; creative self-efficacy does not have a significant moderating effect on the job autonomy-creative deviance relationship.

Future studies could explore the potential moderating role of both job autonomy and creative-self efficacy in the link between ethical leadership and creative deviance.

This study recommends that organizations should adopt and promote an ethical leadership approach to manage creative deviance at work. Organizations could explore alternative methods of task completion to support the job autonomy for the employees to mitigate the dilemmas associated with creative deviance.

This is one of few studies that examine the impact of ethical leadership on employee's creative deviance, despite the fact that the influence of ethical leadership on the followers has been extensively examined.

Despite the growing research interest in gender diversity, the presence of female executives and organizational outcomes, the relationship between female executives and employment relations outcomes remains under-researched. This study aims to examine the potential relationship between female executives and employment relations outcomes, with the gender gap as a focus.

A cross-sectional survey was used to collect data from 2,682 workers from 119 manufacturing firms in Guangdong Province, southern China.

Results show that firms with female executives are more likely to comply with labor laws and promote staff development. The association between female executives and promotion opportunities is stronger for female employees than for male employees. However, there is no significant association between female executives and employee salaries.

This research contributes to employment relations literature and extends the application of social role theory to studies of employment relations in particular societal contexts. This study also provides possible boundary conditions for the existence of queen bee behavior by using data from Chinese factories.