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

2018 ◽  
Vol 166 (3) ◽  
pp. 461-472 ◽  
Author(s):  
Chenghao Men ◽  
Patrick S. W. Fong ◽  
Weiwei Huo ◽  
Jing Zhong ◽  
Ruiqian Jia ◽  
...  
Keyword(s):  
Ethical Leadership ◽  
Psychological Safety ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Knowledge Hiding

Ethical leadership, frustration, and humor: a moderated-mediation model

2018 ◽  
Vol 39 (5) ◽  
pp. 665-678 ◽  
Author(s):  
Matthew Valle ◽  
Micki Kacmar ◽  
Martha Andrews
Keyword(s):  
Ethical Leadership ◽  
Affective Commitment ◽  
Positive Mood ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Mediation Model ◽  
Surface Acting ◽  
Content Type ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain. Design/methodology/approach Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model. Findings Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger. Research limitations/implications Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership. Originality/value This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

CEO Ethical Leadership and Corporate Social Responsibility: A Moderated Mediation Model

2014 ◽  
Vol 130 (4) ◽  
pp. 819-831 ◽  
Author(s):  
Long-Zeng Wu ◽  
Ho Kwong Kwan ◽  
Frederick Hong-kit Yim ◽  
Randy K. Chiu ◽  
Xiaogang He
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Ethical Leadership ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Corporate Social

Knowledge hiding, conscientiousness, loneliness and affective commitment: a moderated mediation model

2020 ◽  
Vol 34 (9) ◽  
pp. 1417-1437
Author(s):  
Neha Garg ◽  
Payal Anand
Keyword(s):  
Affective Commitment ◽  
Survey Methodology ◽  
Moderated Mediation ◽  
Effective Control ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Knowledge Hiding ◽  
The Impact

PurposeThis paper examines the detrimental effects of perceived knowledge hiding (KH) on loneliness and affective commitment within academic settings. It further investigates the influence of conscientiousness as a moderator.Design/methodology/approachUsing the cross-sectional survey methodology, the proposed moderated mediation model has empirically tested the effect of perceived KH on a sample of 300 students pursuing management education at a premier institute in India.FindingsThe findings reveal that perceived KH affects the affective commitment of students toward the institution via loneliness. Moreover, conscientiousness moderates the mediating role of loneliness in a way that the relationship becomes strong with low levels of conscientiousness.Research limitations/implicationsThis study contributes to the literature of KH by empirically investigating its detrimental consequences. It further investigates the impact of personality moderator on the proposed relationships. The discussed framework is an early attempt to understand the phenomenon of KH among students, primarily from the perspective of a knowledge seeker.Practical implicationsAwareness about the ill effects of the knowledge-hiding (KH) behavior of students and understanding the role of personality in this will help administrators in designing effective interventions for curbing the same.Social implicationsEffective control of KH behavior will restrain its ill effects among management students (future workforce), thereby conserving societal resources spent on health and education.Originality/valueEmpirical studies testing the direct and indirect consequences of KH are limited; hence, this study attempts to fill the gap.

scholarly journals Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

2021 ◽  
Vol 12 ◽  
Author(s):  
Pengfei Rong ◽  
Shuang Liu
Keyword(s):  
Top Management Team ◽  
Moderated Mediation ◽  
Management Team ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Top Management ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
Enterprise Innovation ◽  
Knowledge Hiding

Top management team (TMT) knowledge hiding, which is not only related to the normal operation of the team but also closely related to enterprise innovation performance, has been paid little attention to in the previous studies. Based on the theories of upper echelons, knowledge management, and innovation, this study proposed a moderated mediation model to research how TMT knowledge hiding affected enterprise innovation performance. In this model, TMT knowledge hiding was the independent variable, TMT creativity was the mediating variable, enterprise innovation performance was the dependent variable, and team competitive climate was the moderating variable. MPLUS7.0 was used for the CFAs to evaluate the discriminate validities of the key variables, and SPSS 22.0 was used to calculate the descriptive statistics, analyze the correlations between variables, make the multiple regression analysis, and process the data obtained from 612 executives in 53 TMTs. The results showed that TMT knowledge hiding had a significant negative impact on enterprise innovation performance; TMT creativity had a partial mediating effect between TMT knowledge hiding and enterprise innovation performance, and team competitive climate had a moderating effect on the relationship between TMT knowledge hiding and TMT creativity. These research results fill up the gap of the theoretical research in TMT knowledge hiding and provide scientific guidance to reasonably reduce or eliminate the phenomenon of TMT knowledge hiding and improve enterprise innovation performance.

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