Servant Leadership Behavior at Workplace and Knowledge Hoarding: A Moderation Mediation Examination

Modeling cynicism and organizational design on job performance: Mediation and moderation mechanism

Modern organizations assert that cynicism and organizational design provide advantages for knowledge-intensive settings. However, organizational crises may lead to resource shortages, prompting increased knowledge hiding (KH) among workers for competitive edge. Therefore, current study aims to examine the influence of organizational design and cynicism on job performance with organizational justice and KH through the moderating effect of servant leadership. Convenience sampling technique was used for data collection from 730 manufacturing organization employees via a survey questionnaire and data were analyzed with AMOS (28.0). Findings showed that KH's behavior negatively influenced by organizational design and positively influenced by cynicism. The current study also validates that higher management needs to practice advanced organizational justice to improve performance that drastically generates justice practices and reduces KH within the firms. Moreover, deploying servant leadership helps to control the cynicism, and employees start practicing knowledge-sharing behavior that significantly contributes to the performance.

Servant leadership, brand love, and work ethic: important predictors of general health in workers in the education sector

Background

Building a path aimed at the wellbeing of workers in the education sector is the fundamental basis to encourage quality education. To fill the gap in knowledge and address this aspect by understanding the behavior of the study population, it was proposed as with the objective of determining if servant leadership, brand love and work ethic predict the general health in workers.

Methods

A non-probability sampling was applied for convenience. For this purpose, a sample of 509 workers from Peru was submitted to study, who completed a questionnaire consisting of: scale of servant leadership, work ethic, GHQ-12 and brand love. By applying a quantitative method using a structural equation modeling partial least squares approach.

Results

The present study demonstrated that the three constructs (servant leadership, brand love, and work ethic) predict the general health of workers in a positive and significant way, in a sample of Peruvian workers in the education sector. Furthermore, the results suggest that these factors can be used to improve the health of employees in educational institutions in Peru and possibly in other contexts as well.

Conclusion

Given these results and after knowing the solidity of the predictions, the importance of promoting general health in workers in the education sector.

Under the mask: The double-edged sword effect of leader self-sacrifice on employee work outcomes

Building on attribution theory, this study applied regression analysis and explored the double-edged sword effect of leader self-sacrifice behavior on employee work outcomes, thus revealing the potential negative impacts of such behavior. Specifically, when leadership self-sacrifice was met with low employee authenticity attribution, we found that employees tended to perceive leadership as hypocritical, thus reducing their organizational citizenship behavior. By contrast, when leaders' self-sacrifice behavior was met with high employee authenticity attribution, employees tended to trust the leader and improve their task performance. Given these findings, we challenge the general scholarly consensus on leadership self-sacrifice behavior, enrich the current literature on leadership self-sacrifice, and emphasize the important role of employee attribution in the relevant leadership process.

How servant leadership motivates young university teachers’ workplace well-being: The role of occupational commitment and risk perception

Drawing on the integration of social exchange theory and situational power theory, this paper explores the effect of servant leadership on young university teachers’ workplace well-being and explores the mediating effect of occupational commitment and the moderating effect of risk perception on the indirect effects of servant leadership on workplace well-being. A questionnaire was distributed using the Questionnaire Star online questionnaire platform and a two-wave time-lagged design was used to collect 215 survey samples of young teachers from Chinese higher education institutions. SPSS 23.0 was used to test the hypothesized relationship between the variables. Results revealed that servant leadership was positively related to young university teachers’ workplace well-being. Occupational commitment plays a partial mediating role in linking servant leadership and young university teachers’ workplace well-being. Risk perception plays a moderating role in the indirect relationship between servant leadership, occupational commitment, and workplace well-being. When risk perception has a low level, the mediating effect of occupational commitment is stronger.

Shame: Does It Fit in the Workplace? Examining Supervisor Negative Feedback Effect on Task Performance

Purpose

One of the most exciting aspects of organisational psychology is the study of shame and the factors that lead up to it. The purpose of this study was to examine the relation between supervisor negative feedback and task performance. Further, we examined the mediating role of shame between supervisor negative feedback and task performance and the moderating role of self-esteem.

Methods

Employees working full-time in educational institutions across Pakistan were selected to collect data from the respondents. By using a convenience sampling technique, 258 employees participated in the study. The data were collected in three phases to reduce the problem of the common variance bias. Direct paths were tested by using simple linear regression (SPSS V.25). Hayes (2017) PROCESS macro model 4 was used for mediation and model 1 for moderation.

Results

The findings revealed that negative feedback from supervisors is linked positively with employees' task performance. Further, shame partially mediates the relation between supervisor negative feedback and tas performance. When self-esteem is high, negative feedback and task performance were more strongly associated than low.

Discussion

This study has theoretical and practical implications and is based on the well-known theory of psychology ie affective events theory (AET), which states that workplace events cause emotions, influencing work attitudes and actions. This study fills the gap which is unknown to the scholars and practitioners in understanding that supervisor negative feedback is helpful to enhance employee task performance via feeling shame.

Employees’ emotional awareness as an antecedent of organizational commitment—The mediating role of affective commitment to the leader

Commitment has been perceived as a strategic topic in organizations due to its positive effect on retaining talent, increasing performance, or boosting employees’ innovative behavior. However there are many focis of commitment in the workplace, which has represented a challenge to human resources management, who need implement measures to improve the employee’s commitment. Recent research has suggested a need to conduct studies about commitment, namely antecedents and the relationship between different focis, to understand the dynamic and directionality between them. Hence, the purpose of this work is to analyze how employees’ emotional awareness relates with two focis of commitment (the leader and the organization), also assessing the mediating role of affective commitment to the leader. The study uses structural equation modeling and Lisrel to test the hypotheses considering the multidimensionality of organizational commitment (affective; normative; and continuance), employees emotional awareness (understanding self-emotions; self-control when facing criticism; and understanding others’ emotions), and the affective commitment to the leader, under the scope of Social Exchange Theory. The Mackinon’s Z Test was used to assess the mediation role of affective commitment to the leader. The sample is composed for 403 employees from two multinational companies. The results provide empirical evidence about the mediating role of affective commitment to the leader in the relationship between employees’ emotional awareness and organizational commitment, and the employees’ emotional awareness as an antecedent of commitment. The implications for theory and practice are discussed.

Negative Work Attitudes and Task Performance: Mediating Role of Knowledge Hiding and Moderating Role of Servant Leadership

The COVID-19 pandemic has caused a global crisis that particularly hit employment globally. Due to the economic crisis, many small businesses attempted to minimise their expenses by either closing or downsizing. During such organisational situations, the employees face negative workplace attitudes that lead to knowledge hiding and affect team performance. This study examines negative attitudes and their effect on team performance. Further, this study examines the mediating effect of knowledge hiding and moderating the role of servant leadership. Through a multi-time data collection approach, the authors obtained 363 responses from the education sector in China during the COVID-19 pandemic. PROCESS Hayes model 1 and 4 were used for mediation and moderation analysis. Results show that job insecurity, cynicism, and role stress are significant forces behind knowledge-hiding behaviour. Furthermore, the knowledge hiding behaviour adversely affects task performance. Servant leadership shows a buffering effect on knowledge hiding behaviour caused by negative workplace attitudes. This is one of the first studies in the South Asian environment to examine the association between employees’ negative attitudes and task performance using knowledge hiding as a mediator and servant leadership as a moderator in the COVID-19 scenario. Lastly, the paper concludes with a consideration of its theoretical, practical implication and future direction.

How Does Servant Leadership Influences Creativity? Enhancing Employee Creativity via Creative Process Engagement and Knowledge Sharing

Grounding on social exchange theory and using the creative process engagement as a lens, this article study investigates the influence of servant leadership on employee creativity. In addition, the research examines the role of knowledge sharing in the link between servant leadership and employee creativity. Time lag method was used to collect the data from 242 employees and 57 managers employed in Chinese publicly listed companies. The data collection was divided into two parts. The subordinates were asked to rate servant leadership, their creative process engagement behavior, and knowledge sharing. The supervisors were asked to rate their associates regarding employee creativity. According to the results, employees creative process engagement behaviors mediated servant leadership and employees’ creativity. In addition, the link between servant leadership and employees’ creativity was strengthened by knowledge sharing. A detailed model is also provided, highlighting the significance of leadership, work engagement, knowledge sharing in fostering employee creativity in the Asian environment.