Drawing upon social information processing theory, the study examined how ethical leadership shapes creative performance. Specifically, we tested a theoretical model integrating the sequential roles of psychological safety and creative self-efficacy. A two-waved sample of 512 supervisor-subordinate dyads from frontline employees of three service industries located in Ghana was administered. The results of the hierarchical linear modeling analysis revealed that there is a positive relationship between ethical leadership and creative performance and that psychological safety positively and significantly mediates the relationship between ethical leadership and creative performance. Similarly, creative self-efficacy significantly and positively mediates the relationship between ethical leadership and creative performance. Moreover, both psychological safety and creative self-efficacy sequentially mediate the relationship between ethical leadership and creative performance. We discuss the implications of these results for research and practice.