The aim of this study is to develop an integrative model linking the effect of authoritarian leadership and differential leadership on employee turnover intention, and further explore the moderating role of the in-group/out-group on the above-mentioned relationships. We collected a sample of 624 supervisor–subordinate dyads from 87 teams in Mainland China and Taiwan. We find that, at the individual level, authoritarian leadership is positively related with employee turnover intention, and the relationship will be enhanced especially when the subordinate is an (...) in-group member. Through hierarchical linear modeling analysis, we find a negative relationship between differential leadership and employee turnover intention, significantly moderated by the within-team mean degree and the within-team variance degree of in-group/out-group. Contributions, limitations, and future research directions are discussed. (shrink)

The world of work has been severely affected by the COVID-19 pandemic due to the high instability observed in the labor market, bringing several new challenges for leaders and employees. The present study aims to analyze the role of organizational and job resources in predicting employees’ job insecurity during the first wave of the COVID-19 outbreak, through the mediating role of work engagement. A sample of 207 Portuguese employees participated, of which 64.7% were women. Data was collected using an online (...) survey, including self-report measures of organizational resources, job resources, job insecurity, and work engagement. Data showed that job and organizational resources negatively influenced job insecurity. Moreover, work engagement was a significant mediator of the relation between performance feedback and job insecurity. Findings suggest that investing in job and organizational resources can act as protective factors to minimize feelings of job insecurity. Likewise, leaders should foster work engagement among employees to help them balance the relation between these resources and job insecurity, especially in crisis situations. Overall, this study takes a new, underexplored perspective, theoretically bridging organizational and job resources with job insecurity and work engagement during a time of great uncertainty, such as the COVID-19 pandemic. (shrink)

Research suggests that ethical leadership influences employees’ behavior and organizational functioning. Thus, the purpose of this study is to investigate the role of ethical leadership in the improvement of employees’ innovative performance. Specifically, this research developed and tested a framework about the intermediating mechanism of social capital in the relationship between ethical leadership and employees’ innovative performance. The current study integrated assumptions of social learning and social exchange theories, which postulate that the leadership has a direct effect on the employees’ (...) conduct, principally through role modeling and the reciprocal landscape. Data were collected through in-person administered questionnaire-based survey from 297 employees working in the manufacturing sectors of Pakistan. The conceptual model of our research was analyzed applying Structural Equation Modeling (SEM). The results exhibited that the ethical leadership plays an important role in fostering employees’ innovative performance. The present study also found that social capital plays an intermediating role between the ethical leadership and employees’ innovative performance relationship. The current study contributed to the leadership and innovation literature and provided insights in examining the ethical leadership-employees’ innovative performance relationship through the intermediating mechanism of social capital. (shrink)

Knowledge hiding has become an alarming issue for the organizations. Knowledge hiding is an employee’s intentional attempt to conceal knowledge requested by others at the workplace. Employee knowledge hiding significantly influences an organization’s effective functioning. This research is an attempt to extend previous work on antecedents of knowledge hiding. Drawing on conservation of resources theory, it is proposed that receiving poor treatment by organizations in the form of organizational dehumanization creates psychological distress among employees toward the organization. Distress among workers (...) in turn intervenes the path and increases the likelihood of engaging in knowledge hiding behaviors. An employee’s felt obligation for constructive change may moderate the relationship between organizational dehumanization and employee psychological distress. Data for the current study were collected from 245 employees of the telecommunication sector in three-time lags. The results support the direct and indirect effect of organizational dehumanization on employee knowledge hiding behaviors through the mediation of psychological distress. The results also support the moderation of FOCC between organizational dehumanization and psychological distress. Furthermore, the findings of the study may help organizational practitioners and managers about the value of effective organizational climate and practices for better organizational functioning through knowledge sharing and providing insight into undesirable repercussions of organizational dehumanization. Implications for organizations and practitioners are discussed. (shrink)

Rising negative emotions are like “time bombs” that impede productivity in the workplace. The present investigation provides an insight into the effects of defensive silence and defensive voice on counterproductive work behavior through knowledge hiding in the context of knowledge workers in Chinese academic institutions. Partial least square structural equation modeling was applied to the current samples. The study obtained conjecture the proposed mediating role of knowledge hiding between the negative working attitude and counterproductive work behavior, which is against the (...) organizational norms and performance. The result indicates that the positive relationships exist from defensive silence and defensive voice to counterproductive work behavior, mediated by knowledge hiding. This study links knowledge hiding literature and stimulus-organism-response to better explore the academic behavior in a knowledge setting. (shrink)

This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: developing higher levels of employee trust in leaders and demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees showed that employees’ trust in leaders and surface acting significantly mediated the relationships between (...) ethical leadership and employee burnout, deviant behavior and task performance. We discuss the theoretical and practical implications of our findings for understanding how ethical leaders influence employees’ attitudes and behavior. (shrink)

Efficient knowledge sharing is an important support for the continuous innovation and sustainable development of scientific research teams. However, in realistic management situations, the knowledge sharing of scientific research teams always appears to be unsustainable, and the reasons for this are the subject of considerable debate. In this study, an attempt was made to explore the interactive mechanism of knowledge hiding behaviors in scientific research teams between individual and collective knowledge hiding behaviors and its impact on knowledge sharing by adopting (...) grounded theory to comprehensively understand this situation. The results show that knowledge hiding behavior in the scientific research team is a two-phase interactive process and is capable of affecting sustainable knowledge sharing by reducing the supply of knowledge, creating a poor knowledge sharing atmosphere, and forming an interpersonal distrust relationship. This research may provide a strong basis for a deeper understanding of the interaction mechanism of knowledge hiding behavior and its impact on knowledge sharing. (shrink)

Knowledge hiding is known to have negative consequences on organizational performance. The existing literature mainly focuses on the identification of antecedents and consequences of knowledge hiding. The studies pertaining to the top management role in creating a culture that stops concealing knowledge within an organization are limited. To fill that gap, the paper empirically address the knowledge sharing culture and to explore the management support to avoid knowledge hiding culture in an organization. This study based on an empirical study carried (...) out in a United Kingdom-based laboratory within a high-tech global corporation, in which the atmosphere appeared conducive to knowledge sharing, and knowledge transfer appeared voluntary and spontaneous. The paper seeks to address why members of the case organization is reluctant about knowledge hiding among themselves. The study reveals that the management role is important in creating a culture that help discourage employees to withhold knowledge. The paper identifies the actions that top management takes to stop concealing knowledge within an organization. This study has provided several contributions. The findings of the study may be useful to managers and practitioners. For managers, this paper presents some important organizational factors that can be nurtured to avoid a knowledge-hiding culture in the organization. They can also take the management actions of the case organization as lessons to create a culture that encourage their employees to avoid knowledge hiding behavior. (shrink)

How and when do uncertain factors affect employees’ different types of proactive behavior? Building on the strength model of self-control, the present study examines the different effects of job insecurity on individual-oriented and organizational-oriented proactive behaviors, and the moderating role of future work self salience and socioeconomic status. Two-wave data collected from 227 employees in China were used to test our hypotheses. The results indicate that job insecurity is negatively associated with all the proactive behaviors. Moreover, the FWSS positively moderates (...) the above relationship, and the moderating role on individual-oriented proactive behavior is stronger than organizational-oriented proactive behavior. The SES negatively moderates the relationship between job insecurity and the two types of proactive behaviors. In addition, the FWSS and SES have a three-way interactive effect on the relationship between job insecurity and individual task proactive behavior. The practical implications of these results are discussed. (shrink)

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical (...) leadership and job satisfaction. A discussion of theoretical and practical implications concludes the article. (shrink)

We examined the direct and indirect (via relational social capital) relationship between ethical leadership and knowledge hiding. We also tested the moderating role of instrumental thinking in the relationship between ethical leadership and knowledge hiding and the relationship between ethical leadership and relational social capital. Data were collected from 245 employees in different firms spanning different manufacturing and service sectors. The results showed that ethical leadership was negatively related to knowledge hiding, both directly and via relational social capital. The results (...) revealed that instrumental thinking moderated the positive relationship between ethical leadership and relational social capital, such that the relationship was weak when instrumental thinking was high. The results also showed that instrumental thinking moderated both direct and indirect relationships between ethical leadership and knowledge hiding, such that the relationships were weak when instrumental thinking was high. The study carries important practical implications for managers concerned about the destructive consequences of knowledge hiding. (shrink)