Ethical leadership and knowledge hiding: an intervening and interactional analysis

Anser, Muhammad Khalid; Ali, Moazzam; Usman, Muhammad; Rana, Muhammad Luqman Tauheed; Yousaf, Zahid

doi:10.1080/02642069.2020.1739657

Cited by 90 publications

(98 citation statements)

References 82 publications

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“…Moreover, communication of ethical values and the use of rewards and punishments by ethical leaders can promote follower positive behaviour such as knowledge sharing (Liu et al, 2019;Bavik et al, 2018;Le and Lei, 2018). Moreover, they prevent follower unethical behaviour such as knowledge hiding (Anser et al, 2020;Abdullah et al, 2019). Behaviours displayed by ethical leaders can "trickle down" to their team members, encouraging those who witness such behaviours to behave similarly towards their team members (Mayer et al, 2009).…”

Section: Influence Of Ethical Leadershipmentioning

confidence: 99%

The influence of ethical leadership and team learning on team performance in software development projects

Chamtitigul

2021

TPM

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Purpose The purpose of this paper is to examine the effect of team learning processes (information acquisition, information processing and information storage and retrieval) on team performance in software development projects and to assess the effect of ethical leadership and its influence on these processes. Design/methodology/approach The authors examined 354 software development project teams in Thailand. A quantitative study was conducted through a Web-based survey, with structural equation modelling used to test the hypotheses. Findings The results of this study revealed that ethical leadership is positively correlated with the team learning processes of information acquisition, information processing and information storage and retrieval. However, only information processing and information storage and retrieval are positively related to team performance. The results indicate that ethical leadership has a positive direct effect on team performance. The results also show that the positive relationship between ethical leadership and team performance is partially mediated by team learning processes, namely, information processing and information storage and retrieval. Research limitations/implications This study highlights the importance of ethical leadership and guides managers towards considering the characteristics of both ethical leadership and team learning processes for enhancing team performance in software development projects. Originality/value This is the first study to the best of authors’ knowledge to examine the role of team learning processes in mediating the relationship between ethical leadership and team performance, particularly concerning software development projects. The present research contributes to the literature on team performance management, emphasising the manner in which ethical leadership can result in team learning and team performance. The findings of this study can be used to encourage organisations to develop ethical leadership behaviours and team learning processes in software development projects.

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Section: Influence Of Ethical Leadershipmentioning

confidence: 99%

The influence of ethical leadership and team learning on team performance in software development projects

Chamtitigul

2021

TPM

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“…Notwithstanding this limitation, the work of Javed et al [57] is significant in hinting towards value added by the leadership. The work of Anser et al [58] investigated the relationship between ethical leadership and knowledge-hiding behaviour and confirmed that role of leadership cannot be discarded from reducing knowledge-hiding behaviour. Critical review of the literature revealed that Saleem et al [59] used social learning theory to conclude that ethical leadership impacts employees' green behaviour through mediation of green psychological climate.…”

Section: Moderating Role Of Ethical Leadership With Innovative Work Behaviour (Iwb)mentioning

confidence: 92%

The Role of Ethical Leadership in Managing Occupational Stress to Promote Innovative Work Behaviour: A Cross-Cultural Management Perspective

Haque

Yamoah

2021

Sustainability

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This study examines the role of ethical leadership in managing occupational stress to engender innovative work behaviour (IWB) in cargo logistic SMEs in a contrasting cross-cultural management context of Canada and Pakistan. We draw on Trait Activation Theory to develop the conceptual and theoretical framework of the study. Using connections and a networking approach, a proportionate equal sample of nine SMEs were selected for the study. Analysis of the data from the semi-structured Skype and face-to-face interviews with 38 supervisors and 97 employees showed that ethical leadership plays a vital role in reducing occupational stress and increasing employees’ IWB in both countries. Employees in both countries perceiving ethical leadership exhibit more creative-constructive behaviour. The results further demonstrate that males relative to females in both countries have a higher tendency of exhibiting risk-taking behaviour and IWB, resulting from leaders’ support. Similarly, males have higher tendency of challenging the prevailing “status quo” within the organisations than females. Generally, the Pakistani workforce scored higher in contrast to the Canadian workforce in demonstrating IWB due to ethical leadership support, despite higher perception of occupational stress. Cross-cultural management implications are duly outlined.

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“…Ethical leadership can be defined as the “demonstration of normatively appropriate conduct through personal action and personal relationship, and the promotion of such conduct to followers through two-way communication, reinforcement and decision making” [ 31 ]. The opportunities and motivation provided by ethical leaders to their followers can help to promote knowledge sharing and discourage them from knowledge hiding [ 32 ]. In doing so eithical leaders prevent the factors that constrain the mutual sharing of resources among employees, by implementing policies and systems that promote morality [ 33 ].…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Ten items scale of ethical leadership (EL) developed by [ 31 ] was used in this research.Previously this scale is widely used by researchers to measure the ethical leadership in various organizational settings such as insurance companies [ 71 ], banking [ 72 ], and also it is employed by studies conducted in the context of universities [ 73 – 76 ]. The sample items include “My supervisor listens to what employees have to say”, “My supervisor disciplines employees who violate ethical standards”.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation

et al. 2021

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Drawing on Social Exchange Theory and Self-Determination Theory, this study examines the impact of three leadership styles (ethical, transformational, and passive avoidant) on employee knowledge sharing. Further, this study explores the mediating effect of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Using time lag data this study employed a sample of 254 faculty members of public sector universities in Pakistan. Results supported the positive relationship between three styles of leadership and employee knowledge sharing. Moreover, our findings confirmed the mediating role of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Our study is unique, as it simultaneously examines how various styles of leadership predict introjected motivation and employee knowledge sharing. Implications along with limitations and future research directions are discussed.

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Ethical leadership and knowledge hiding: an intervening and interactional analysis

Cited by 90 publications

References 82 publications

The influence of ethical leadership and team learning on team performance in software development projects

The influence of ethical leadership and team learning on team performance in software development projects

The Role of Ethical Leadership in Managing Occupational Stress to Promote Innovative Work Behaviour: A Cross-Cultural Management Perspective

Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation

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