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Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors. JOURNAL OF KNOWLEDGE MANAGEMENT 2021. [DOI: 10.1108/jkm-11-2019-0611] [Citation(s) in RCA: 29] [Impact Index Per Article: 9.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study aims to utilize the cognitive appraisal theory of stress and coping by conducting a joint investigation of the mediating role of knowledge hiding behaviors in the relationship of exploitative leadership on employee’s work related attitudes (i.e. turnover intentions) and behaviors (e.g. job performance, creativity) and fear of negative evaluation in influencing this mediation.
Design/methodology/approach
Using the Preacher and Hayes’ (2004) moderated-mediation approach, the authors tested the model by collecting multi-wave and two-source data from employees and fellow peers (n = 281) working in the service sector of Pakistan.
Findings
Results of the study demonstrate that exploitative leadership adversely influences one’s performance and turnover intentions through knowledge hiding behaviors. The fear of negative evaluation moderates the indirect effects of exploitative leadership on employee’s outcomes through knowledge hiding behaviors such that these indirect effects are stronger for individuals possessing low levels of fear of negative evaluation.
Originality/value
The current study contributes to knowledge management and dark leadership literature by suggesting knowledge hiding behaviors as a process through which exploitative leaders unveil their negative effects on employee’s outcomes. This study is also unique in the sense, as it posits that employees might vary because of their dispositional traits (i.e. low fear of negative evaluation) in responding to exploitative leadership with greater knowledge hiding behaviors.
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BODDY CLIVEROLAND, TAPLIN ROSS. THE IMPACT OF MANAGERIAL PSYCHOPATHY ON ORGANISATIONAL INNOVATION. INTERNATIONAL JOURNAL OF INNOVATION MANAGEMENT 2020. [DOI: 10.1142/s1363919621500523] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
Abstract
Counter intuitively, this research finds that innovation is not negatively correlated with the presence of psychopathic managers but rather is significantly and positively correlated. This effect, from a survey of 261 full-time, white collar Australian employees, is strongest for product innovation and then administrative innovation, with the positive effect for process administration not statistically significant. Psychopathic managers have previously been linked to many detrimental characteristics within organisations and while this study finds employees working under psychopathic managers have lower autonomy in completing their work, their creativity is not decreased. Thus, the usual mechanism of higher creativity producing higher innovation is not the path linking psychopathic managers to innovation. It may be that the extreme environment, stress and high pressure created by psychopathic managers pushes employees towards innovativeness. This potentially positive effect of psychopathic managers is contrasted with their commonly reported negative aspects and suggests new avenues to explore for research aiming to increase innovation in the workplace.
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