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

Zada, Shagufta; Khan, Jawad; Saeed, Imran; Jun, Zhang Yong; Vega-Muñoz, Alejandro; Contreras-Barraza, Nicolás

doi:10.3389/fpsyg.2022.888761

Cited by 22 publications

(11 citation statements)

References 82 publications

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“…Theoretically, in response to the calls from the academic community to enhance the corpus of knowledge about servant leadership, which is still in its developmental stage (Eva et al, 2019). Even more importantly (Karatepe et al, 2019;Zada et al, 2022b) called for the need to further explore the mechanism by which servant leadership influences individual and organizational results. This is a very important call to action.…”

Section: Theoretical Contributionmentioning

confidence: 99%

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

et al. 2022

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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.

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Section: Theoretical Contributionmentioning

confidence: 99%

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

et al. 2022

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“…According to COR theory, employees who are cynics doubt their relevance in organisations and feel there aren’t valuable resource for an organisation and ultimately choose hide knowledge ( Naeem, 2020 ). Employees who become cynic due to workplace stress may hide knowledge ( He et al, 2021 ; Khan et al, 2021a ; Zada et al, 2022b ).…”

Section: Theory Developmentmentioning

confidence: 99%

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

et al. 2022

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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.

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“…In contrast, positive leader behaviors influence many positive aspects, as Zada et al (2022) have argued; servant leadership behavior promotes knowledge sharing, but also brings to the relationship some kind of proximity that supports psychological safety at work, where cooperative behaviors are common while discouraging immoral behaviors. The same indicates the study of Fatima et al (2017) where participative leadership influences employee’s commitment to change, and increases their innovative work behavior.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

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

2022

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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.

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

Cited by 22 publications

References 82 publications

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

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

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

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

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