Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate

Ethical Leadership and Knowledge Sharing: The Impacts of Prosocial Motivation and Two Facets of Conscientiousness

“…However, we are not clear whether other mediating factors might play a similar role in strengthening knowledge sharing or diminish knowledge hiding. Several factors, such as individual moral identify, self-control, instrumental thinking, employees' quality of relationship with organizational members, psychological safety, psychological empowerment, and organizational concern, have proved to act as mediators in the relationship between ethical leadership and knowledge sharing/ hiding (Moran, 2005;Bavik et al, 2017;Men et al, 2018;Lu et al, 2019). Future studies should explore relevant variables that may mediate the relationships studied herein and the other practical impact of knowledge sharing/hiding.…”

Interrelations Between Ethical Leadership, Green Psychological Climate, and Organizational Environmental Citizenship Behavior: A Moderated Mediation Model

“…Ethical leadership has gained enormous attention in the mainstream management literature due to its focus on ethics (Brown et al, 2005; Resick et al, 2013; Men et al, 2018; Usman et al, 2018; Moore et al, 2019). Ethical leadership also positively influences several employees’ work-related attitudes, behaviors, and performance outcomes, such as ethical behavior, organizational commitment, work engagement, knowledge sharing, learning, psychological well-being, good citizenship, affective commitment, and job satisfaction (Chughtai et al, 2015; Ahn et al, 2018; Bavik et al, 2018; Byun et al, 2018; Usman et al, 2018).…”

“…The key rationale to considering ethical leadership is its central focus on ethics, and its features, such as altruism and social responsiveness that we argue can positively influence OCBE. Extant research has mainly studied ethical leadership in relationship with employees’ (un)ethical behaviors (e.g., Eisenbeiß and Brodbeck, 2014; DeConinck, 2015; Usman and Hameed, 2017; Men et al, 2018; Usman et al, 2018; Moore et al, 2019), but the value of ethical leadership as a predictor of employees’ pro-environmental behaviors, such as OCBE, have been glossed over. As environmental sustainability is a moral value and its pursuit requires ethical behaviors (Barnett et al, 2005), ethical leadership’s central focus on ethics (Brown et al, 2005) can have constructive influences on environmental sustainability.…”

Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Relational Social Capital, and Instrumental Thinking

“…Babcock (2004) reported that Fortune 500 companies suffer a loss of 31.5 billion US dollars every year due to knowledge hiding, suggesting that knowledge hiding stymies managers’ endeavors to gain competitive advantage. Despite these obvious destructive consequences of knowledge hiding for employees’ work-related behaviors and organizations’ long-term success, how managers can address it remains under-developed both theoretically and empirically (Men et al, 2018). Recent calls (Connelly et al, 2017; Men et al, 2018) rightly highlighted that the literature on the contingencies and antecedents of knowledge hiding is still in its infancy.…”

“…Ethical leadership refers to – “ the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers” (Brown et al, 2005, p. 120). Our interest in studying ethical leadership in relationship with knowledge hiding is inspired mainly by the ethical leadership’s central focus on ethics, the quintessence that differentiates ethical leadership from other leadership styles (e.g., transformational leadership and authentic leadership) (Brown et al, 2005; Brown and Mitchell, 2010; Ng and Feldman, 2015) and its role in shaping employees’ ethical behaviors and discouraging unethical behaviors (Eisenbeiß and Brodbeck, 2014; DeConinck, 2015; Usman and Hameed, 2017; Hoch et al, 2018), including knowledge hiding (Tang et al, 2015; Men et al, 2018). Moreover, although Tang et al (2015) and Men et al (2018) have revealed that ethical leadership is negatively related to employees’ knowledge-hiding behaviors, as noted by Men et al (2018), there is a paucity of research on the mediating mechanisms and boundary conditions of the relationship.…”