Purpose The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behaviour among Indian information technology (IT) employees. The paper also strives to theoretically discuss and then seek empirical evidence to the two mediational paths (namely, psychological contract violation and supervisor directed aggression) that explain the focal relationship between abusive supervision and knowledge hiding. Design/methodology/approach To test the proposed hypotheses, the study draws cross-sectional data from Indian IT employees working in various IT firms in India. Data were collected at two time points (T1 and T2) separated by one month to counter the priming effect and neutralize any threat of common method bias. The final sample of 270 valid and complete responses was analysed using SmartPLS 3 to test the hypotheses. Findings Results showed that abusive supervision is positively related to employee’s knowledge hiding behaviours. Also, both psychological contract violation and supervisor directed aggression partially mediates the abusive supervision-knowledge hiding behaviour linkage. Originality/value First, the current study has tested the positive relationship between abusive supervision and knowledge hiding behaviours unlike most of the previous investigations that have focussed on knowledge sharing behaviour (the two are different constructs having different antecedents). Second, the study also empirically investigated the two parallel mediational routes, namely, psychological contract violation and supervisor directed aggression that explains the blame attributed by the beleaguered employee that led to covert retaliatory behaviour, such as knowledge hiding.
The current study examines the relationship between transformational leadership and the followers’ affective organizational commitment and their contextual performance. Transformational leaders through their compelling vision and moral guidance arrest their follower’s commitment and motivate them to exert more effort and engage them in extra-role behaviours which are not explicit part of their job description. The follower’s commitment and decision to stay in the organization are guided by an emotional bond with the leader and the organization rather than by any logical reasoning. The study also explores the effect of affective organizational commitment on contextual performance. An individual who is firmly committed towards the goals of the organization will look beyond his/her vested interests and will demonstrate more of discretionary prosocial behaviours. These positive desirable behaviours otherwise called contextual performance will add to the overall performance of the organization. This cross-sectional study includes a sample of 480 software professionals working in several information technology (IT) companies across India. SPSS 18 and AMOS 16 were used for data analysis and result interpretation. Results suggested a significant positive influence of transformational leadership on the follower’s affective organizational commitment and their contextual performance. Affective organizational commitment is also found to have positive linkage with the contextual performance of the followers. The results are consistent with previous findings which also claimed positive and significant linkage among the transformational leadership, affective organizational commitment and contextual performance.
Executive SummaryTransformational leaders motivate their followers to relook their job by elevating the status of the job from being boring, repetitive and menial into something more meaningful and significant. This ascendance of employee’s job as something important and its contribution to overall organizational vision is what prompts them to engage in innovative work behaviour. Therefore, it would be interesting to test the indirect effect of transformational leadership on followers’ innovative work behaviour as mediated through followers’ perception of meaningful work.The current study is set to serve two purposes. First, to clear the confusion regarding the findings related to transformational leadership’s influence on employee’s innovative work behaviour. Second, to investigate the mediating role of meaningful work in explaining the relationship between transformational leadership and innovative work behaviour. Data was collected from two samples, Sample I (349 executives) and Sample II (539 executives), working in two different manufacturing organizations in Eastern India.The results of both the samples confirm that transformational leadership significantly influences employee’s innovative work behaviour. Also, the study (both Samples I and II) finds meaningful work to partially mediate the relationship between transformational leadership and employees’ innovation. In order to lend further credibility to our mediation finding, we carried out Sobel test and bootstrapping technique to strengthen our assertion.This study replicates previous empirical investigations by exploring the relationship between transformational leadership and employee’s innovative behaviour at work in Indian manufacturing context. The study also strives to enrich the extant literature by testing the mediating role of meaningful work in explaining the relationship between transformational leadership and employee innovation.
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