Why do academics hide knowledge after coworker ostracism? A moderated mediation model based on relational identification and perceived harming intention

Fatima, Tehreem; Bilal, Ahmad Raza; Imran, Muhammad Kashif; Ayub, Arslan

doi:10.1108/ijem-06-2021-0259

Cited by 3 publications

(3 citation statements)

References 64 publications

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“…Employees under tyrannical leaders experience psychological distress, which they attribute to their leaders' behaviour. This distress then motivates them to hide knowledge as a coping or passive resistance (Fatima et al, 2022):…”

Section: Mediating Role Of Psychological Distressmentioning

confidence: 99%

When leadership goes awry: the nexus between tyrannical leadership and knowledge hiding

Guo,

Khassawneh,

Mohammad

et al. 2024

JKM

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Purpose Grounded on the conservation of resources (COR) theory, this study examines the relationship between tyrannical leadership and knowledge hiding. Additionally, this study aims to investigate the mediating role of psychological distress and the moderating role of psychological safety. Design/methodology/approach Data was gathered from 435 employees in the corporate sector in China. The study used the partial least squares structural equation modelling approach to assess the proposed connections and analysed the data collected with the help of SmartPLS 4 software. Findings In the study, it was found that there is a positive relationship between tyrannical leadership and knowledge hiding, and this association is mediated by psychological distress. Additionally, the results asserted that the positive effect of tyrannical leadership on knowledge hiding through psychological distress is less pronounced when there is a greater degree of psychological safety. Practical implications Leaders should avoid being tyrannical and adopt a supportive leadership style. They should be aware of the effects of their behaviour on employee well-being, provide resources to help employees cope with distress and foster a culture of psychological safety. This approach promotes knowledge sharing, innovation and employee well-being within the organisation. Originality/value This study contributes to the existing literature by investigating a new factor that influences knowledge hiding: tyrannical leadership. Furthermore, it explains that employees who experience tyrannical leadership are more prone to psychological distress, such as anxiety and fear, and are likelier to engage in knowledge-hiding behaviours. Finally, the study identifies psychological safety as a factor that can mitigate the negative effects of tyrannical leadership on knowledge hiding.

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Section: Mediating Role Of Psychological Distressmentioning

confidence: 99%

When leadership goes awry: the nexus between tyrannical leadership and knowledge hiding

Guo,

Khassawneh,

Mohammad

et al. 2024

JKM

View full text Add to dashboard Cite

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“…They find it challenging to realize relational identity regarding a role relationship in the organization. 66 , 67 For satisfying employees’ relational role expectations, related research proposed that ethical leadership, as representatives of similar fair and honest organizations, led to employees’ feelings of more excellent dyadic interactions within the organization from an identity lens. 49 , 68 , 69 For example, Zhu et al 49 argued that ethical leadership, as group prototypicality, treated employees fairly and with respect, which encouraged employees to identify with the focal member (eg, ethical leader) and satisfied their needs for role-based belonging and affiliation.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

“…Co-worker ostracism deprives employees of interpersonal interactions and value recognition within the organization. 67 , 81 When employees feel a part of an out-group and dissimilarity from the organization, they cannot define their self-identity with the value and emotional significance attached to their organization. 33 , 37 Employees need to be recognized, appreciated, and included to impart a sense of respect and belongingness for effectively identifying their identities within the organization.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Impact of Co-Worker Ostracism on Organizational Citizenship Behavior Through Employee Self-Identity: The Moderating Role of Ethical Leadership

Zhang,

Liu,

2023

PRBM

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Purpose Positive interpersonal interactions are indispensable for employees to engage in organizational citizenship behavior (OCB) that benefits teamwork; however, co-worker ostracism triggers interpersonal isolation, inhibiting OCB. This research aims to leverage the intervention of ethical leadership in the ostracism–OCB relationship to moderate the harmful ostracism and promote ostracized employees’ OCB through employee self-identity. Methods This research chose 122 MBA to participate in Study 1’s scenario experiment to verify the causality between variables. Study 2 used 295 valid questionnaires from full-time employees to generalize the experimental results to field settings and compensate for external validity. Two studies used Hayes’s conditional process model to test the conditional direct and indirect relationships. Findings This research revealed that high levels of ethical leadership effectively transitioned the harmful ostracism and promoted ostracized employees’ OCB by satisfying ostracized employees’ needs for identity recognition. Accordingly, the direct and indirect effects of co-worker ostracism on OCB through employee self-identity would be positive at high levels of ethical leadership, but negative at low levels. Originality This research first introduces an identity perspective on ethical leadership in moderating the ostracism–OCB relationship. Based on the social identity theory of leadership, this research fills the gap in ostracism and OCB research calling for leadership interventions. It extends a novel insight into inspiring ostracized employees’ participation in OCB through employee self-identity. Practical Implications This research provides the managerial applications of ethical leadership for China organizations to reduce inadvertent inactions, accept employees’ identities, and value interpersonal communication for effectively transitioning harmful ostracism.

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How coworker undermining leads justice-sensitive employees to miss deadlines

De Clercq,

Azeem,

Haq

2024

JOEPP

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PurposeThis study examines how employees’ exposure to coworker undermining may lead them to miss work deadlines. It offers a particular focus on the mediating role of diminished organization-based self-esteem and the moderating role of justice sensitivity in this connection.Design/methodology/approachThe research hypotheses are tested with data collected among employees and supervisors who work in various industries.FindingsPurposeful efforts by coworkers to cause harm translate into an increased propensity to fail to complete work on time, because the focal employees consider themselves unworthy organizational members. The extent to which employees feel upset with unfair treatments invigorates this process.Practical implicationsFor employees who are frustrated with coworkers who deliberately compromise their professional functioning, diminished self-worth in relation to work and the subsequent reduced willingness to exhibit timely work efforts might make it more difficult to convince organizational leaders to do something about the negative coworker treatment. Pertinent personal characteristics can serve as a catalyst of this dynamic.Originality/valueThis study contributes to extant human resource management research by detailing the link between coworker undermining and a reduced propensity to finish work on time, pinpointing the roles of two hitherto overlooked factors (organization-based self-esteem and justice sensitivity) in this link.

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Why do academics hide knowledge after coworker ostracism? A moderated mediation model based on relational identification and perceived harming intention

Cited by 3 publications

References 64 publications

When leadership goes awry: the nexus between tyrannical leadership and knowledge hiding

When leadership goes awry: the nexus between tyrannical leadership and knowledge hiding

Impact of Co-Worker Ostracism on Organizational Citizenship Behavior Through Employee Self-Identity: The Moderating Role of Ethical Leadership

How coworker undermining leads justice-sensitive employees to miss deadlines

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