Purpose This paper aims to explore the effects of interpersonal conflicts in the social workplace on various rationalized, knowledge-hiding behaviors in service organizations. This research also examines employee well-being as a mediator to explain the effects of interpersonal conflicts at work on knowledge-hiding behaviors. Design/methodology/approach First, relevant literature provided the theoretical basis for the conceptual model that links the core constructs of this research. A quantitative study collected data from 395 employees of a global consulting firm with a branch located in a developing country. Finally, an analysis of the structural equation modeling with MPlus 7 software tested the measurement and the structural model. Findings The results of this study suggest that interpersonal conflict at work influences knowledge-hiding and that employee’s well-being mediates this relationship. In other words, employees strategically choose what knowledge-hiding behaviors to use – such as evasion or “playing dumb” – to cope with the lack of well-being caused by high interpersonal conflicts in the workplace. Originality/value Although contextual and individual factors may trigger knowledge-hiding behavior at work, the current literature has overlooked the combined effects of such factors, especially in service settings. Knowledge hiding in service organizations is a weakness that can lead to significant economic losses, especially in firms that are intensively knowledge-based. Thus, it is necessary to identify the antecedents of knowledge-hiding behavior to deter low performance in these organizations.

The worldwide problem of corruption is one that requires greater knowledge about responsible leadership. Based on the literature on responsible leadership, developmental psychology, and moral development, the purpose of our study is to understand the constructions of the motivational drivers behind the behaviors of a responsible leader. Using biographical and narrative methodologies, we analyzed the individual motivational drivers of Carlos Cavelier, a recognized responsible leaders who grew up and works in Colombia, a social/economic context characterized by institutional fragility and corruption. Our findings suggest that the coherence between the immediate environments of development of the future leader, configured optimal environments in which the leader developed the moral conscience that guides his behavior as a responsible leader. Our study points out the need not to take the development of responsible leaders for granted, and presents propositions that allow for a deeper understanding of the micro-foundations of responsible leadership, highlighting the importance of the contexts in which leaders are raised and in which they develop. Thus, our study has the potential to be heuristic and generative of future studies. 330 | CASTILLO eT AL. 1 | INTRODUCTION The past two decades have witnessed growing interest in the topic of responsible leadership (RL) (Maak, Pless, & Voegtlin, 2016; Waldman, 2011). This is the result of the rising number of corporate scandals and their significant global financial, social, and environmental repercussions (e.g., Odebrecht, FIFA, Petrobras, etc.). According to Voegtlin, Patzer, and Scherer (2012), scandals of this kind have led to a decline in public trust, the destruction of social capital, and an overall loss of legitimacy for corporate organizational systems. This loss of legitimacy and trust persists (Waldman, Siegel, & Stahl, 2020). Other reasons to be interested in RL are the global environment of new businesses, the active role of stakeholders, and the complex environmental and social challenges as we transition to a more sustainable economic model (Throop & Mayberry, 2017; Witt & Stahl, 2016). According to Freeman and Auster (2011), organizations and their leaders are coming under increasing pressure to enact new values, such as responsibility and sustainability, and to pay more attention to the effects of their actions on their stakeholders. This implies that if organizations want flourish, "leaders will need to behave in new ways consistent with a finite, complex, uncertain, changing, collaborative, connected, and caring world" (Throop & Mayberry, 2017, p. 222). The sheer expansiveness and growth of organizations focused on sustainability such as the Association of Sustainability in Higher Education, the Principles for Responsible Management Education (PRME); and the Academy of Management, among others, is reflective of the increasing recognition of the importance of integrating sustainability in business education (Palthe, 2013) to train the leaders needed by socie...

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While relational leadership constructionist scholarship has gained a powerful voice in the leadership conversation, mainstream leadership studies continue to ignore its contributions. Paradigm interplay represents an approach to knowledge construction that may help constructionists contribute to the cumulative relational leadership conversation, while reasserting their interpretive commitments. The article first explains why paradigm interplay is a promising strategy for overcoming two existing complications in relational leadership research and in its constructionist stream. It then offers an application of paradigm interplay in the leadership–trust research domain, to demonstrate how this approach works in practice, showing its promise for building a robust constructionist empirical research agenda to explore the role of trust in relational leadership. The article closes with a discussion of selected challenges associated with conducting paradigm interplay, and with a call to bridge distinct relational leadership perspectives to advance robust and actionable knowledge in the field.

Purpose This study aims to analyze the role of trust in the leader as a contextual factor and the personality of the employee as an individual factor in the relationship between transformational leadership (TFL) and resistance to change (RC). Design/methodology/approach A total of 170 surveys were applied to employees in two organizations that had recently implemented a change. Using hierarchical regression and Hayes’ PROCESS macro, both direct and indirect relationships were analyzed. Findings The results show that TFL is negatively related to RC. Nevertheless, such a relationship is partially mediated by trust in the leader and moderated by two employee personality traits (openness and neuroticism), both of which strengthen the relationship. Similarly, employee’s openness to experience is negatively related to RC. Originality/value This research contributes to understand the relationship between leadership and RC, incorporating both contextual and individual factors, as literature has debated over whether resistant to change obeys to factors surrounding the employees, or within them. While this research contributes to this approach, its contributions extend beyond the leadership–resistance relationship to include indirect (mediation and moderation) relationships. Consideration of the moderating role of the employee’s personality in the effect of the leader’s behavior on the employee’s resistance, for instance, contributes to the development of a theoretical logic that helps to explain the leader–follower interaction and its effect on the follower’s attitudes and behaviors.