The Impact of Authentic Leadership on Knowledge Sharing Behavior with the Moderating role of Islamic Work Ethics

Javaid, Mudaser; Abdullah, Nor Hazana; Zeb, Ali; Hussain, Kashif

doi:10.1088/1742-6596/1049/1/012007

Cited by 21 publications

(27 citation statements)

References 40 publications

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“…threat of ego, dislikeness of others. Numerous studies discussed the moderation effect of IWE in different regional (Pakistan, Nigeria, Malaysia, UAE, Iran, Indonesia) and organizational contexts (public and private sectors) with different variables (Ahmed et al, 2019;Annisaa Miranty & Wimbarti, 2014;Chughtai, 2017;Javaid, Abdullah, Zeb, & Hussain, 2018;Kareem & bin Azmin, 2018;Shamsudin, Rahman, & Romle, 2015). To overcome the gap suggested by Shin and Hur (2019), there is a need to test potential moderation effects between the relationship of WPI and employees' outcomes; thus, we use IWE as a moderator to narrow down that suggested research gap.…”

Section: Islamic Work Ethics As Moderatormentioning

confidence: 99%

A Moderated Mediation Model: Mediating Mechanism of Workplace Incivility and Moderating Role of Islamic Work Ethics between Dark Triad and Organizational Citizenship Behavior

2020

MIHS

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Section: Islamic Work Ethics As Moderatormentioning

confidence: 99%

A Moderated Mediation Model: Mediating Mechanism of Workplace Incivility and Moderating Role of Islamic Work Ethics between Dark Triad and Organizational Citizenship Behavior

2020

MIHS

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“…All the study constructs factor loadings are ranging from .566 to .898. As earlier used by various researchers , Javaid et al (2018), Hussain et al (2018) and , various statistical analyses were employed in this study.…”

Section: Sample and Proceduresmentioning

confidence: 99%

The Role of LMX in Explaining Relationships between Organizational Justice and Job Performance

Zeb¹,

Abdullah²,

Othayman³

et al. 2019

JOC

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The main aim of this empirical study is to explore the mediation role of the leader-member exchange (LMX) between organizational justice and job performance in several tobacco companies in Pakistan. Two models are represented in this study, the first showing the influence of the dimensions of organizational justice on job performance, and the second the influence of organizational justice on job performance with the mediating role of LMX. The data was collected from 290 employees working within several tobacco companies in Pakistan. The results of the statistical analysis found that the dimensions of organizational justice had both a direct and indirect stronger effect on job performance. It was proved empirically that LMX plays a vital role not only on organizational justice but also on employee performance. This is one of the first studies to empirically examine the mediating role of LMX in the relationship between the dimensions of organizational justice on job performance in tobacco companies in Pakistan. The study highlights the importance of job performance theory when designing strategies to promote performance.

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“…The organizational conditions play an important role in developing psychological safety in the organization as the employees are more comfortable in expressing their feelings (Carmeli et al, 2014). The leaders should encourage employees by giving them job autonomy and by promoting innovations based on Islamic values for developing psychologically safe environment for employees (Javaid et al, 2018). The main principals of IWE as identified by Khadijah et al (2015) are cooperation, equity, spirituality, consultation and unity, which, develop the culture where employees feel comfortable to work and can create the culture of trust and honesty.…”

Section: Islamic Work Ethics and Psychological Safetymentioning

confidence: 99%

“…Therefore, it is important to develop the culture that emphasizes IWE to enhance the psychological safety of the employees. Furthermore, leaders should encourage employees by giving them job autonomy and by promoting innovations based on Islamic values which may help to develop the psychologically safe environment for employees (Javaid et al, 2018).…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Hence, the IWE concept is not limited to any specific field, and provides ethical guidelines for all individuals, societies and professions (Fozia, Rehman, & Farooq, 2016;Javed, Fatima, Yasin, Jahanzeb, & Rawwas, 2019;Marri, Sadozai, Zaman, & Ramay, 2012). Islam emphasizes on good practices and positive gestures towards the society, and hence in Muslim cultures the good managers are likely to demonstrate support and cooperative work behavior (Javaid, Abdullah, Zeb, & Hussain, 2018;Mohammad, Quoquab, & Omar, 2016) as well as show dedication towards the work and support towards their employees (Ali, 1992). Jamil (2015) suggests that Qur'ān gives a complete code of conduct for the leaders; so they should show trust, accountability and responsibility that results in effective leadership.…”

Section: Introductionmentioning

confidence: 99%

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Interactive Effects of Paternalistic Leadership and Islamic Work Ethics on Employees’ Psychological Safety: Evidence from Pakistan

Khan

Gul

2020

J. Islam. bus. manag.

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The current study is a contribution in a research area of paternalistic leadership. It examines the relationship between paternalistic leadership and employees' psychological safety with the moderating role of Islamic work ethics. A sample of 359 employees was selected to collect the data from the banking sector of Pakistan by using convenient sampling technique. Time lag design was used to get the data to reduce the common method bias. The results of the study confirmed the positive main effects of paternalistic leadership style and Islamic work ethics on employee psychological safety. However, no support was found for the interactive effects of Islamic work ethics in relationship between paternalistic leadership and psychological safety. Study limitations have also been discussed along with future research directions. In addition, this study includes some useful theoretical as well as practical implications.

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The Impact of Authentic Leadership on Knowledge Sharing Behavior with the Moderating role of Islamic Work Ethics

Cited by 21 publications

References 40 publications

A Moderated Mediation Model: Mediating Mechanism of Workplace Incivility and Moderating Role of Islamic Work Ethics between Dark Triad and Organizational Citizenship Behavior

A Moderated Mediation Model: Mediating Mechanism of Workplace Incivility and Moderating Role of Islamic Work Ethics between Dark Triad and Organizational Citizenship Behavior

The Role of LMX in Explaining Relationships between Organizational Justice and Job Performance

Interactive Effects of Paternalistic Leadership and Islamic Work Ethics on Employees’ Psychological Safety: Evidence from Pakistan

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