Preventing Knowledge Hiding Behaviors Through Workplace Friendship and Altruistic Leadership, and Mediating Role of Positive Emotions

He, Ying; Wei, Xiaoying

doi:10.3389/fpsyg.2022.905890

Cited by 4 publications

(3 citation statements)

References 83 publications

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“…We also tested the impacts of EPE in Study 3. According to existing studies, employees’ behaviors are closely related to emotions ( He and Wei, 2022 ). Findings about high-activated positive mood (e.g., enthusiastic, inspired, and excited) have also indicated that positive emotions can lead to positive behavior ( Mindeguia et al, 2021 ).…”

Section: Discussionmentioning

confidence: 99%

Employees’ peak experience at work: Understanding the triggers and impacts

2022

Front. Psychol.

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The importance of providing a positive employee experience (EX) has gotten a lot of attention in recent years. However, peak experience (PE), as a highly positive experience, has been studied and applied in the field of human resource management only to a very limited extent. We still know little about how employees’ peak experience (EPE) happens and what the impact will be. Therefore, based on the affective events theory and the two-factor theory, our research conducted an in-depth exploration of EPE through three studies. In Study 1, we constructed a theoretical model centered on EPE based on and interview data. In Study 2, we developed and validated a scale for measuring triggers of EPE, which is a four-dimensional scale (elevation, insight, pride, and connection) with 16 items. In Study 3, we adopted structural equation modeling (SEM) to examine the relationship between EPE and its triggers as well as its impacts using data from 424 valid questionnaires. Our research shows that elevation, insight, pride, and connection can trigger EPE; employees are more likely to have proactive behavior (PB) and word-of-mouth referrals after they have PE; and the more job-relevant the triggers are, the stronger the association between PE and PB is. Our research provides a reliable and effective measurement tool for scholars to study EPE, broadens the findings of PE and EX, and points out feasible measures for organizations to create EPE.

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Section: Discussionmentioning

confidence: 99%

Employees’ peak experience at work: Understanding the triggers and impacts

2022

Front. Psychol.

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“…An altruistic leader's admiration may encourage followers to expand and strengthen their social networks, which raises the possibility that they will assist individuals needing their expertise. Humility, patience, comprehension, compassion, and kindness are the sources of this love (He & Wei, 2022). The current study also assumes that an altruistic leader's selfless and helpful actions will improve knowledge-sharing behavior.…”

Section: Altruistic Leadership and Khmentioning

confidence: 96%

Altruistic Leadership Acting as a Catalyst for Knowledge Sharing: A Case Study of Public Sector Universities of Balochistan

2023

AHSS

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Knowledge is considered one of the most important resources for the development of any organization. When knowledge is shared with coworkers, it will strengthen organizational Performance. The role of leadership is phenomenal for creating a work environment where knowledge-hiding behavior can be restrained. Various leadership styles have different levels of effect on the knowledge-sharing environment within an organization, of which altruistic leadership style is one of the most important factors that can create a conducive environment for the coworker's knowledge-sharing behavior. This study aims to determine the effects of altruistic leadership on knowledge hiding by the mediating role of leadertriggered positive emotions and LMX. The data analysis for this study is based on primary data, which was gathered from 179 faculty members of the public sector universities of Balochistan by purposive sampling. The gathered data was analyzed by the PLS-SEM technique by smart PLS software. The findings of this study show that great leadership significantly impacts the follower's knowledge-hiding behavior by the mediating effects of leader-triggered positive emotions and LMX. In contrast, the direct effects of altruistic leadership on knowledge hiding and the moderating role of leader triggered positive emotions in this relationship were found insignificant.

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“…At present, a kind of headache for managers is widespread in organizations, that is, knowledge hiding (Peng, 2013;Singh, 2019). Studies have shown that employees in smart healthcare firms, telecom sector, the government sector and academic institutions all reported that they had the experience of deliberately hiding knowledge (Cao, 2022;He and Wei, 2022;Qi and Ramayah, 2022;Wang and Dong, 2022).…”

Section: Introductionmentioning

confidence: 99%

Nurses’ feeling trusted and knowledge hiding: The role of psychological safety, felt obligation and traditionality

Liang

Ding

et al. 2022

Front. Psychol.

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Knowledge hiding is one of the dilemmas of organizational knowledge management. For nurses, knowledge hiding behavior is not conducive to improving the quality and efficiency of their work and hinders the innovation of nursing services. Based on the social exchange theory, the current study constructed a moderated mediation model by taking psychological safety and felt obligation as mediating variables, and traditionality as moderating variable, and explored the mechanism of feeling trusted affecting knowledge hiding behavior. The empirical research based on 285 nurses from China shows that feeling trusted is negative correlate with knowledge hiding behavior; feeling trusted can negatively affect knowledge hiding by enhancing psychological safety and felt obligation; traditionality can positively moderate the relationship between feeling trusted and felt obligation, and feeling trusted has a stronger positive influence on felt obligation of highly traditional nurses; traditionality has no significant moderating effect between feeling trusted and psychological safety. Theoretically, this study supplements the influencing factors of knowledge hiding, examines the complex mechanism between feeling trusted and knowledge hiding and supplements the boundary conditions for feeling trusted to play its role from the perspective of individual characteristics (i.e., traditionality). From the perspective of practical implication, this study suggests that managers should pay attention to using trust strategies to enhance subordinates’ psychological safety and felt obligation, especially for highly traditional nurses, thus reducing knowledge hiding.

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Preventing Knowledge Hiding Behaviors Through Workplace Friendship and Altruistic Leadership, and Mediating Role of Positive Emotions

Cited by 4 publications

References 83 publications

Employees’ peak experience at work: Understanding the triggers and impacts

Employees’ peak experience at work: Understanding the triggers and impacts

Altruistic Leadership Acting as a Catalyst for Knowledge Sharing: A Case Study of Public Sector Universities of Balochistan

Nurses’ feeling trusted and knowledge hiding: The role of psychological safety, felt obligation and traditionality

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