Ethical leadership and knowledge hiding: an intervening and interactional analysis

Mitigating Job Burnout in Jordanian Public Healthcare: The Interplay between Ethical Leadership, Organizational Climate, and Role Overload

In today's dynamic organizational landscape, characterized by rapid technological advancements and evolving workplace dynamics, understanding the factors influencing employee well-being is paramount. This study investigates the interplay between ethical leadership, organizational climate, role overload, and job burnout in public healthcare organizations across northern Jordan. By focusing on ethical leadership, organizational climate, and role overload as determinants of job burnout, this research provides insights into strategies for enhancing employee well-being. Drawing on ethical leadership theory, social exchange theory, and the job demands-resources model, this study employs PLS-SEM to analyze data collected from 260 employees working in Jordanian government hospitals. The findings reveal negative associations between ethical leadership and job burnout, highlighting the importance of ethical leadership behaviors in mitigating employee burnout. Additionally, a positive organizational climate is associated with lower levels of burnout, underscoring the impact of the broader organizational context on employee well-being. The study also explores the mediating role of organizational climate and the moderating effect of role overload in the relationship between ethical leadership and job burnout, providing insights into the complex dynamics at play in healthcare organizations. These findings enrich our understanding of the factors influencing employee well-being in healthcare contexts and underscore the importance of fostering ethical leadership and supportive organizational climates to mitigate job burnout.

Impostor leader and knowledge hiding: Attachment avoidance as underlying mechanism

Impostorism and knowledge-hiding behaviors negatively impact employees and organizational performance. This study examines the association between impostor leaders and knowledge hiding (evasive hiding, playing dumb, and rationalized hiding). Attachment avoidance is discussed as a mediator between impostor leaders and knowledge-hiding. For quantitative analyses, this study collected the data from 429 individuals with two time lags by sharing the survey instrument link on different organizations' randomly selected official media pages. After obtaining approval from the administrators of these pages, leaders and subordinates from these organizations were asked to participate in the study. The partial least squares structural equation modeling method is employed with Smartpls-4 software for data analyses. The findings indicate that impostor leaders promote knowledge hiding in subordinates. However, impostor leaders highly promote rationalized hiding behavior in subordinates. Attachment avoidance mediates the relationship between the impostor leader and knowledge-hiding behaviors. However, the highest mediation relationship exists between an impostor leader and playing dumb behavior in subordinates. This study strengthens the generalizability of the social exchange theory. The implications mentioned in this study are beneficial in understanding and dealing with the Impostorism and knowledge-hiding phenomena.

What determines the entrepreneurial intentions of employees? A moderated mediation model of entrepreneurial motivation and innovate work behavior

Innovation is a vital element of an organization's success. Companies must implement efficient, innovative plans and policies to consistently develop novel innovations. Based on the theory of planned behavior, the current framework formulated the idea of entrepreneurial education, entrepreneurial mindset, and technological knowledge with entrepreneurial intention in the healthcare industry. Further, this concept comprises the mediating role of innovative work behavior and the moderating effect of entrepreneurial motivation between constructs. The study adopted a quantitative method and collected data from 529 employees working in healthcare organizations (e.g., medical services, manufacturing medical equipment, and drugs/Pharmaceutical companies). The study's findings revealed that entrepreneurial education, entrepreneurial mindset, and technological knowledge positively and significantly affect entrepreneurial intention. The mediation results show that innovative work behavior significantly affects other constructs, and entrepreneurial motivation has a significant moderating effect. The study highlighted the notable transformations in the healthcare industry by proposing the need for relevant entrepreneurial education, traits, and characteristics in accelerating business activities. The study found a link between entrepreneurial education, mindset, technological knowledge, and entrepreneurial intention. This study is helpful for managers and practitioners in executing effective strategies for innovation in healthcare companies.

Impact of Superiors' Ethical Leadership on Subordinates' Unethical Pro-Organizational Behavior: Mediating Effects of Followership

This study examined the impact of superiors' ethical leadership on subordinates' unethical pro-organizational behavior (UPB) and the mediating effects of followership. The research subjects were officials from the ten central departments of the South Korean government, and a cross-sectional survey was conducted among them. Overall, 404 questionnaires were used in the empirical analysis. Multiple regression analysis and Hayes Process Macro were used to validate the research hypotheses, which examined the relationship among ethical leadership, followership, and UPB. The results are as follows: First, the relationship between ethical leadership and followership was statistically significant. Second, the study showed that followership had a statistically significant effect on UPB but not ethical leadership. Third, testing the hypotheses regarding the mediating effect of followership on the relationship between ethical leadership and UPB revealed statistically significant results. This study confirms that followership significantly influences UPB and suggests that ethical leadership is an important precedent factor of followership. The study concludes with the theoretical and practical implications of these findings, along with the study's limitations.

Informational justice and employee knowledge hiding behaviours: Mediation of organizational identification and moderation of justice sensitivity

Purpose

- This study examines the effects of information justice on employee knowledge hiding via the mediation of organizational identification, and further investigates how justice sensitivity moderates these effects.Design/methodology/approach: Data were collected through a questionnaire survey with 250 working individuals in China. Confirmatory factor analysis was conducted to test the validity and reliability of the construct measurement. Regression analyses were then used for hypothesis tests.

Findings

Informational justice is negatively associated with evasive hiding and playing dumb behaviours but positively associated with rationalized hiding behaviour through the mediation of organizational identification. In addition, justice sensitivity moderates the relationship between informational justice and organizational identification.

Practical implications

Managers should deliver informational justice in their workplace interactions with subordinates in counteracting workplace knowledge hiding, and pay special attention to employees with higher justice sensitivity who possess critical knowledge to the organization.

Originality/value

This study identified informational justice in the leader-follower exchange domain as a predictor of employee knowledge hiding, and examined specific mediation mechanism and boundary effects.

The Relationship Between Perceptions of Leader Hypocrisy and Employees' Knowledge Hiding Behaviors: Testing a Moderated Mediation Model

Purpose

Knowledge-sharing is critical for the survival and development of today's organization, but employees are not always willing to share their knowledge and sometimes even hide it intentionally or unintentionally. Taken from the leadership perspective, this paper aims to investigate the influence of leader hypocrisy on employees' knowledge-hiding behaviors. Drawing on the self-determination theory (SDT), this paper explores the mediating role of basic psychological needs satisfaction, as well as the moderating effect of employees' interdependent self-construal on the relationship between basic psychological needs satisfaction and knowledge-hiding behaviors. The moderated mediation effect is also tested.

Methods

The data were collected from companies located in mainland China. The data sample for analysis consists of 336 employees. Hierarchical regression analysis was adopted to test the hypotheses of our proposed model.

Results

Leader hypocrisy are positively related to knowledge-hiding behaviors (b = 0.490, p < 0.01). Basic psychological needs satisfaction plays a partial mediating role in such relationship (b =0.118, [0.056, 0.210]). The interdependent self-construal moderates the relationship between basic psychological needs satisfaction and knowledge-hiding behaviors (b = 0.134, p < 0.01), as well as the moderated mediation effect (BootSE = 0.018, [-0.083, -0.009]).

Conclusion

The results show that leader hypocrisy is positively related to knowledge-hiding behaviors, and basic psychological needs satisfaction partially mediates such relationship. The interdependent self-construal weakens the negative relationship between basic psychological needs satisfaction and knowledge hiding.

The effect of ethical leadership on service recovery performance: A moderated mediation model of organizational virtuousness and trait mindfulness

In the present study, we first examined the relationship between ethical leadership and frontline employees’ (FLEs’) service recovery performance (SRP) and then tested the mediating role of organizational virtuousness in the relationship between ethical leadership and SRP in service contexts. Finally, we examined the moderating effect of FLE trait mindfulness on the direct relationship between ethical leadership and organizational virtuousness, as well as the indirect relationship between ethical leadership and SRP, via organizational virtuousness. Three-waved survey data collected from 273 supervisor-employee dyads in different service sector organizations supported our hypothesized relationships. In addition to important theoretical implications, the study carries useful practical implications, particularly for managers who are concerned about improving SRP in the service contexts.

Spiritual leadership and innovative work behavior: the mediated relationship of interpersonal trust and knowledge sharing in the hospitality sector of India

Purpose

The paper aims to explore the relationship between spiritual leadership and employees' innovative behavior in the hospitality sector of India. The author proposes a holistic (serial mediation) model based on relational signaling theory (RST) and integrates individual, i.e. interpersonal trust and knowledge sharing factors as explanatory mechanisms.

Design/methodology/approach

The study is conducted through probability sampling on 435 participants working in the hospitality sector of India. The proposed serial mediation model was examined using a structural equation modeling (SEM) method and the PROCESS model 6.

Findings

The result supports the full mediation model. Although spiritual leadership and innovative work behavior (IWB) had a little direct impact, they had considerable overall effects and indirect effects due to interpersonal trust and knowledge sharing. Similar to this, the study discovered evidence in favor of individual characteristics serving as explanatory mechanisms in the connection between spiritual leadership and IWB.

Originality/value

Based on the RST, the study reveals that spiritual leaders motivate and inspire employees by involving the application of spiritual values and principles which help them in generating trust and share knowledge, leading to innovative behavior.

Preparing for the “black swan”: Reducing employee burnout in the hospitality sector through ethical leadership

Hospitality is at a crossroads. While the growth and developmental indicators in this sector show economic potential, the rising employee burnout rate is a serious challenge to hospitality management. Literature suggests that an ethical leader can reduce employee burnout significantly. Although hospitality employees face a higher risk of burnout than other service segments, shockingly, past leadership studies did not focus on how ethical leaders in a hospitality organization may reduce the risk of burnout. Therefore, we conducted this research to explore ethical leadership-burnout relationships in the hospitality sector with the mediating effects of subjective wellbeing and employee resilience. A questionnaire was provided to employees in different hotel organizations (n = 346). Structural equation modeling was employed for hypothesis testing. The statistical evidence supported the theoretical assumptions that ethical leadership negatively predicts employee burnout, and subjective wellbeing and resilience mediate this relationship. The outcomes of this study suggest different theoretical and social implications. For example, the findings indicate the effectiveness of ethical leadership in reducing employee burnout in the hospitality sector. Several other implications have been discussed in detail.

Can resilience promote calling among Chinese nurses in intensive care units during the COVID-19 pandemic? The mediating role of thriving at work and moderating role of ethical leadership

Background

Nurses working in the intensive care unit (ICU) clung tenaciously to their job during the COVID-19 pandemic in spite of enduring stressed psychological and physical effects as a result of providing nursing care for the infected patients, which indicates that they possessed a high degree of professionalism and career calling. The aim of this study was to explain the associations between resilience, thriving at work, and ethical leadership influencing the calling of ICU nurses.

Methods

From December 2020 to January 2021 during the COVID-19 pandemic, a cross-sectional survey of 15 provinces in China was conducted using an online questionnaire. A total of 340 ICU nurses (effective response rate: 64.89%) completed sufficient responses to be used in the study. Sociodemographic factors, job demographic factors, resilience, calling, thriving at work, and ethical leadership were assessed using the questionnaire. General linear modeling (GLM), hierarchical linear regression (HLR) analysis, and generalized additive model (GAM) were performed to examine all the considered research hypotheses.

Results

Resilience was positively and significantly associated with calling. Moreover, thriving at work partially mediated the relationship between resilience and calling. The indirect effect of resilience on calling was 0.204 (p < 0.0001), and the direct effect of resilience on calling through thriving at work was 0.215 (p < 0.0001). The total effect of resilience on calling was 0.419 (p < 0.0001). In addition, ethical leadership played a moderating role in the relationship between resilience and calling (β = 0.16, p < 0.05).

Conclusion

Greater resilience can positively predict increased calling among Chinese ICU nurses during the COVID-19 pandemic. Moreover, thriving at work is a mechanism that partly transmits the positive effects of resilience on calling. Overall, nurses possessing greater resilience tend to maintain thriving at work in the face of such adversity, further resulting in subsequently increased calling. Besides, findings suggest that there is stronger influence of resilience on calling among nurses working in an organization managed by an ethical leader. The current findings may offer two insights for nursing practitioners and policymakers in the postpandemic world. First, resilience training and intervention are necessary to foster nurses' sense of thriving at work in the nursing industry, further promoting career calling. Second, better training and effort on the development of ethical leadership for leaders in nursing practice are essential to encourage followers to engage in social learning of ethical behaviors and abiding by normatively appropriate conduct, further enacting prosocial values and expressing moral emotions.

Do overqualified employees hide knowledge? The mediating role of psychological contract breach

Although the negative effects of a sense of overqualification on organizations and individuals have been examined, it is debatable whether overqualified employees hide knowledge. Relying on the social comparison theory and psychological contract theory, this paper tried to investigate the non-linear relationship between perceived overqualification and knowledge hiding via psychological contract breach by surveying employees with bachelor’s degrees or above and eventually recruited 475 participants. The results indicated that psychological contract breach acts a partial mediating role in the inverted U-shaped relationship between perceived overqualification and knowledge hiding, while leader-member exchange acts as a moderator. The finding manifests that overqualification encourages employees to hide knowledge, but their possibly vigorous aspects will be displayed when a certain limit is exceeded. This study benefits organizations by advising them to dialectically treat and properly place overqualified employees and contributes to the research on overqualified employees’ knowledge management by offering a new explanation and complete understanding of perceived overqualification and knowledge hiding, with specific focus given to the psychological states of employees.

The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict

Based on the normative conflict model, this study proposes a dual-pathway model that is constituted of organizational identification and normative conflict, and examines the double-edged sword effect of ethical leadership on subordinates’ constructive deviance. According to the analysis of 449 questionnaires collected from Chinese employees, the results show that ethical leadership can promote employees’ constructive deviance by improving their constructive intention (Organizational identification), and it can weaken employees’ deviance motivation (normative conflict) to prevent their constructive deviance. Moreover, ethical leadership has different effects on different types of constructive deviance. This research further enriches the formation mechanism of constructive deviance and provides practical guidance to exert the effectiveness of constructive deviance in organizational management.

Linking Environmental Transformational Leadership, Environmental Organizational Citizenship Behavior, and Organizational Sustainability Performance: A Moderated Mediation Model

Although considerable research has been conducted on improving sustainability performance, many important questions remain. Drawing on Social Learning Theory (SLT) and Stakeholder Theory (ST), our model suggests a mechanism, Environmental Organizational Citizenship Behavior (EOCB), through which Environmental Transformational Leadership (ETL) influences Organizational Sustainability Performance (SP). In addition, employees’ Work Passion (WP) will moderate the relationship between ETL and EOCB. A total of 240 full-time employees in Saudi Arabia’s petrochemical industries submitted responses via survey questionnaires, and the proposed hypotheses were tested using hierarchical regression analysis. Results were consistent with the hypothesized conceptual scheme in that ETL indirectly impacts SP through EOCB. In the meantime, the WP of employees plays a moderating role in the relationship between ETL and EOCB as well as in the indirect effect of ETL on SP via EOCB. As a way to improve their sustainability performance, organizations must hire and nominate ETLs who can influence their employees to become aware of environmental protection and instill these values. Furthermore, employees’ passion for their work encourages them to engage in voluntary environmental behaviors. A discussion of the findings, implications, limitations, and future research avenues is included.

Effects of Motivational Climate on Knowledge Hiding: The Mediating Role of Work Alienation

Although knowledge is arguably an organization’s most important resource, many organizations still practice knowledge hiding. This study explores how an organization’s motivational climate—mediated by work alienation among its members—influences knowledge hiding from the perspective of the conservation of resources (COR) theory. Specifically, we establish hypotheses that the performance and mastery climates, mediated by work alienation, have positive and negative effects on knowledge hiding, respectively. To verify these hypotheses, we conducted a survey among members of Chinese companies, through which 200 responses were collected through a two-wave panel design. The results of the analysis demonstrated that motivational climate, as an antecedent of knowledge hiding, has a significant effect on work alienation. We also found that work alienation mediated the relationship between (a) performance climate, and (b) mastery climate and knowledge hiding. Based on these findings, we discuss the research implications and limitations while suggesting directions for future studies.

Elongating Nexus Between Workplace Factors and Knowledge Hiding Behavior: Mediating Role of Job Anxiety

Purpose

The study objective is to investigate the relationship between workplace ostracism, workplace incivility, and knowledge hiding behavior (evasive hiding, playing dumb, rationalized hiding) while considering the mediating role of job anxiety.

Methods

The study collected data through structured questionnaires from 275 participants (ie, employees) working in the small to medium-sized enterprise of five big cities of Pakistan. The study adopted a structured equation modeling technique for data analysis.

Results

Significantly, the study results suggest a positive effect of workplace ostracism and workplace incivility on employees’ knowledge hiding behavior, and job anxiety significantly mediates the relationship between workplace ostracism, workplace incivility, and knowledge hiding behavior of employees.

Conclusion

The present study highlights the need to examine the personality disposition for understanding the relationship between the variables (eg, workplace ostracism, workplace incivility, knowledge hiding behavior). Employees’ inappropriate behavior had suppressed by initiating a campaign for a realistic job preview, setting an exceptional example. The study significantly contributes to the current literature on knowledge hiding behavior by presenting valuable insight into organizational and individual variables, subsequently influencing the knowledge hiding behavior of individuals. Indeed, this study is the first to investigate the predictive effect of the proposed variables.

Incivility and Knowledge Hiding in Academia: Mediating Role of Interpersonal Distrust and Rumination

Workplace incivility is under investigation for the last three decades, and it holds a central position in organizational behavior literature. However, despite the extensive investigations in the past, there exists a missing link between workplace incivility and knowledge hiding in academia. This study aims to tap this missing link for which data were collected from the universities staff. Data were collected in two waves to reduce the common method biases. In the first wave, questions were asked from the respondents regarding their demographic characteristics and exposure to workplace incivility. At this stage, 400 questionnaires were floated and 355 completely filled responses were received back, while in the second wave, those respondents were approached for data collection who have completely filled questionnaires in the first wave. The time interval between the two waves was 1 month. In the second wave, questions related to distrust and knowledge hiding behavior were asked from the respondents. At this stage, 323 questionnaires were received back out of which 290 were filled and these were considered for final data analysis. Collected data were analyzed by applying structural equation modeling (SEM) through SmartPLS. Results indicated that employees tend to hide knowledge when they experience incivility at workplace. Moreover, they develop a sense of distrust in response to workplace incivility which further triggers them to hide knowledge. Limitations and future directions are also discussed.

How to attenuate the effects of abusive supervision on knowledge hiding: the neutralizing roles of coworker support and individual characteristics

Purpose

The purpose of this study is to theoretically discuss and empirically test the mediating effect of emotional exhaustion (EE) and the moderating effects of perceived coworker support (PCS) and positive affectivity (PA) in the relationship between abusive supervision (AS) and knowledge hiding (KH).

Design/methodology/approach

The authors adopted a three-wave survey to collect data from eight high-tech companies in north China. The final sample of 209 available responses was analyzed with hierarchical regression analyses and bias-corrected bootstrapping methods.

Findings

AS positively affected employees’ KH. EE fully mediated this positive relationship. PCS and PA attenuated the relationship between AS and EE, respectively, and the mediating effects of EE.

Originality/value

First, the study contributes to the knowledge management and leadership literature by examining the relationship between the following two dysfunctional workplace behaviors: AS and KH. Second, the authors explicitly tested the underlying psychological mechanism in the above relationship. Third, this study specified two ways – obtaining support from coworkers and generating positive emotions – to attenuate the toxic effects of AS on victims.

Impact of Personality Traits on Knowledge Hiding: A Comparative Study on Technology-Based Online and Physical Education

Knowledge hiding has been a variable of interest that has led to major intangible losses to organizations, especially in this pandemic era when everything has shifted to online platforms and social media. Knowledge hiding has taken a new turn into the field of knowledge management. Moreover, the major players in knowledge hiding are the personality characteristics of individuals that have now found a way of expression without coming into the spotlight. This study is a necessary one in this time of online working environments where the role of personality traits and psychological ownership has been explored to understand their impact on the knowledge hiding within the organizations of China, and furthermore, to understand what role social status plays in moderating these relationships. The sampling design used is convenient random sampling with a sample size of 298 managers. This study has used the software Smart-PLS 3.3.3 for analyzing the data. The data relied on and was validated using preliminary tests of reliability and discriminant and convergent validities using the measurement model algorithm. Further, the partial least square technique was used to find the equation modeling for the variables, with the help of a structural model algorithm using 500 iterations for bootstrapping. The findings of the current study show that the personality traits of the "BIG FIVE" model positively predict knowledge hiding, except for openness to experience. At the same time, psychological ownership plays a partial mediating role.

The Empirical Investigation Between Ethical Leadership and Knowledge-Hiding Behavior in Financial Service Sector: A Moderated-Mediated Model

This study aimed to investigate the impact of ethical leadership on knowledge-hiding behavior of the employees working in the financial services sector under the mediating role of meaningful at work and moderating role of ethical climate. For this purpose, data were collected from two hundred and fifteen employees of financial services providing organizations. The already-established scales were followed to develop an instrument that was used to obtain responses from the respondents. Collected data were analyzed by applying the structural equation modeling through Smart PLS and Process Macro. The results indicate that ethical leadership and meaningful work (MW) reduce knowledge-hiding behavior of employees at work, while ethical leadership positively impacts the influential work of employees at the workplace. Further, the relationship between ethical leadership and knowledge-hiding behavior is partially mediated by MW. Similarly, ethical climate moderated the relationship between ethical leadership and knowledge-hiding behavior. This research makes valuable contributions to the existing literature on leadership and knowledge management. From a practical point of view, this study stresses that managers at work should promote ethical leadership styles to promote MW, which will reduce knowledge hiding. Thus, in this way, it will enhance the innovation and creativity within organizational circuits. The limitations and future directions of this study are also listed.

Ethical leadership and followers' career satisfaction, mobility, and promotability: A P-E fit perspective

The purpose of this paper is to examine the effect of ethical leadership on followers' subjective and objective career success from a P-E fit perspective. Specifically, the mediating effects of demands-abilities fit, needs-supplies fit, and person-organization fit in the relationship between ethical leadership and employee subjective (i.e., career satisfaction) and objective career success (i.e., mobility and promotability) were investigated. We collected two-wave data from 160 employees and used hierarchical regressions to test the hypotheses. The findings revealed that ethical leadership had a positive effect on employee career satisfaction, mobility, and promotability. Moreover, employee demands-abilities fit mediated the relationship between ethical leadership and career mobility and promotability; needs-supplies fit and person-organization fit mediated the relationship between ethical leadership and employee career satisfaction. Theoretical and empirical implications were discussed.

The Relationship Between CEO Duality and Business Firms' Performance: The Moderating Role of Firm Size and Corporate Social Responsibility

This study focuses on exploring the relationship between chief executive officer (CEO) duality and firm performance. We focus on how the size and corporate social responsibility (CSR) of firms moderate this relationship. In terms of size, business organizations are of two types: small and large firms. This study uses datasets of listed Chinese business firms included in the China Stock Market and Accounting Research database. It employs a generalized method of moment's technique to explore the connection between CEO duality and the performance of Chinese business firms through double mediation effects. Our empirical analysis showed that CEO duality has a significant negative relationship with firm performance. We also explored the moderating effects of firm size (small and large) and CSR practices on the relationship between CEO duality and improved performance of Chinese firms. Large firms and CSR practices showed significant and positive moderating effects on the relationship between CEO duality and firm performance. Conversely, with CEO duality, small firms showed a negative moderating influence on firm performance. This inclusive model provides valuable insights into how the dual role of the CEO of a firm affected the performance of Chinese firms through the moderating role of CSR practices and firm size for better business performance. The study offers empirical and theoretical contributions to the corporate governance literature. This research framework might help researchers in designing robust strategies to evaluate the effects on firm performance. Researchers may gain helpful insights using this methodology.

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

The purpose of this study is to test the relationship between abusive supervision and employee's knowledge hiding behavior (evasive hiding, playing dumb, rationalized hiding) among sales force of insurance companies in Pakistan. The paper also strives to theoretically discuss and then seek empirical evidence to the mediational paths of psychological contract breach that explain the focal relationship between abusive supervision and knowledge hiding. To test the proposed hypotheses, the study draws cross-sectional data from sales force of insurance companies working in Pakistan. Data were collected through structured questionnaire and using convenient sampling technique. The final sample of 340 valid and complete responses analyzed using structured equation modeling (partial least square) approach. Results showed that abusive supervision is positively related to employee's knowledge hiding behaviors. Also, mediating variable psychological contract breach partially mediates the abusive supervision-knowledge hiding behavior linkage. Current study has tested the positive relationship between abusive supervision and knowledge hiding behaviors unlike most of the previous investigations that have focused on knowledge sharing behavior. The study also empirically investigated the mediational route of psychological contract breach, that explains the blame attributed by the beleaguered employee that led to covert retaliatory behavior, such as knowledge hiding. This paper contributes to knowledge hiding literature which is an important part of knowledge management from the perspective of abusive supervision based on both reactance theory and SET theory.

Characteristics of Ethical Leadership: Themes Identification Through Convergent Parallel Mixed Method Design From the Pakistan Context

The current approaches in identifying the characteristics of ethical leadership proceed mainly from a Western perspective based on virtue-driven moral philosophy (i.e., relativism) and frequently ignoring the Asian perspective of morality based on idealism. This study aimed to conduct parallel analysis in convergent design by using qualitative and quantitative methods to extract person-driven ethical leadership themes by considering the Asian context. Using the hypothetico-deductive method, 13 themes were extracted altogether, out of which 4 are new context-driven themes (i.e., altruism, encouragement, collective good, and spiritual transcendence as the emerging themes of ethical leadership in the Asian context).

Knowledge Hiding: Current Research Status and Future Research Directions

This article provides a review of scientific articles addressing the topic of knowledge hiding in organizations. Based on a descriptive analysis, bibliometric analysis, and content analysis of a sample of 81 articles published in the academic journals in the Web of Science from 2012 to 2020, we identify the main areas and current dynamics of knowledge hiding research. Our results show that the central research themes of knowledge hiding include five clusters: concept and dimensions, antecedents, consequences, theories, and influence mechanisms. Based on our findings, we suggest future research should further develop the concept and dimensions of knowledge hiding; probe deeper into the consequences of knowledge hiding; explore multilateral, cross-level, and collective knowledge hiding; employ innovative theoretical perspectives and research methods to study knowledge hiding; and address how cultural and other contextual factors may shape the knowledge hiding behavior.

How Ethical Leadership Promotes Knowledge Sharing: A Social Identity Approach

The aim of this study is to investigate the associations among ethical leadership, group identification, relational identification, organizational identification, and knowledge sharing. This study conducted a survey in Taiwan to collect the data. The administrative group members of schools were invited to participate in this study. The sample included 510 participants, and the hypotheses were tested by using the path analysis and bootstrapping methods in the Mplus program to examine how ethical leadership influences knowledge sharing, through various means of identification. The results of this study show that ethical leadership has both a direct and indirect effect on knowledge sharing. There are two mediating paths in the ethical leadership-knowledge sharing relationship. Firstly, group identification mediates the relationship between ethical leadership and knowledge sharing. Secondly, ethical leadership has an influence on knowledge sharing by means of increased relational and organizational identification. This is a pioneering article that explores the psychological mechanism between ethical leadership and knowledge sharing, using the social identity approach. This study has shown that the social identity theory (SIT) is a useful and promising perspective for future research studies on ethical leadership-knowledge sharing.

The Influence of Spiritual Leadership on Harmonious Passion: A Case Study of the Hotel Industry in China

The hotel manager has the responsibility to stimulate the passion of the staff. The vision, hope/faith, and altruistic love advocated by spiritual leaders can meet the independent psychological needs of employees, thus enhancing their harmonious passion. This study is based on self-determination theory, intrinsic motivation theory and psychological capital theory, and explores the relationship between spiritual leadership and employees’ harmonious passion. This study uses 260 employees of star hotels in Beijing, Shanghai, Hangzhou, Hefei, Huangshan, and other cities in China. Results show that spiritual leadership positively impacts employees’ harmonious passion, and calling plays an mediation role between spiritual leadership and employees’ harmonious passion. The results are helpful to clarify the formation mechanism of employees’ harmonious passion from the perspective of self-determination theory, intrinsic motivation theory and psychological capital theory and show that spiritual leadership can drive employees’ harmonious passion, especially when hotel vision and employee calling are consistent. Furthermore, the altruistic love of spiritual leaders for their followers also plays a key role in employee calling and promoting harmonious passion. Therefore, this study also emphasizes the importance of calling in improving the harmonious passion of employees. The theoretical and management implications that help to enhance the harmonious passion of employees are discussed in detail.

Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation

Drawing on Social Exchange Theory and Self-Determination Theory, this study examines the impact of three leadership styles (ethical, transformational, and passive avoidant) on employee knowledge sharing. Further, this study explores the mediating effect of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Using time lag data this study employed a sample of 254 faculty members of public sector universities in Pakistan. Results supported the positive relationship between three styles of leadership and employee knowledge sharing. Moreover, our findings confirmed the mediating role of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Our study is unique, as it simultaneously examines how various styles of leadership predict introjected motivation and employee knowledge sharing. Implications along with limitations and future research directions are discussed.

The Role of Ethical Leadership in Managing Occupational Stress to Promote Innovative Work Behaviour: A Cross-Cultural Management Perspective

This study examines the role of ethical leadership in managing occupational stress to engender innovative work behaviour (IWB) in cargo logistic SMEs in a contrasting cross-cultural management context of Canada and Pakistan. We draw on Trait Activation Theory to develop the conceptual and theoretical framework of the study. Using connections and a networking approach, a proportionate equal sample of nine SMEs were selected for the study. Analysis of the data from the semi-structured Skype and face-to-face interviews with 38 supervisors and 97 employees showed that ethical leadership plays a vital role in reducing occupational stress and increasing employees’ IWB in both countries. Employees in both countries perceiving ethical leadership exhibit more creative-constructive behaviour. The results further demonstrate that males relative to females in both countries have a higher tendency of exhibiting risk-taking behaviour and IWB, resulting from leaders’ support. Similarly, males have higher tendency of challenging the prevailing “status quo” within the organisations than females. Generally, the Pakistani workforce scored higher in contrast to the Canadian workforce in demonstrating IWB due to ethical leadership support, despite higher perception of occupational stress. Cross-cultural management implications are duly outlined.

The Psychology behind Knowledge Hiding in an Organization

This study aimed to understand the psychological process behind employees’ knowledge hiding (KH) behaviors in organizations. KH is an intentional act of concealing knowledge when it is requested by a colleague and can lead to counterproductive consequences for the organization. Therefore, this study synthesized previous studies (n = 88) on KH through a systematic literature review. We used the cognitive–motivational–relational (CMR) theory of emotion to create a framework for the studies’ findings. Based on the framework, the psychological process behind KH has two stages—personal goal generation and the knowledge-request event appraisal process, each of which contains its own CMR process. In the first stage, an individual’s internal and external attributes related to the organization shape their personal goals. In the second stage, an individual appraises the features of a knowledge-request event in terms of both their personal goal and the internal and external attributes that created the goal. If the knowledge request is appraised as harmful for the personal goal, emotion arises and leads to the manifestation of KH. This study contributes to the knowledge management literature as, to our knowledge, it is the first to propose a CMR theory-based framework to understand the overall psychological process behind KH.