Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate
According to social learning theory, we explored the relation between ethical leadership and knowledge hiding. We developed a moderated mediation model of the psychological safety linking ethical leadership and knowledge hiding. Surveying 436 employees in 78 teams, we found that ethical leadership w...
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| Published in | Journal of business ethics Vol. 166; no. 3; pp. 461 - 472 |
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| Main Authors | , , , , , |
| Format | Journal Article |
| Language | English |
| Published |
Dordrecht
Springer
01.10.2020
Springer Netherlands Springer Nature B.V |
| Subjects | |
| Online Access | Get full text |
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| Abstract | According to social learning theory, we explored the relation between ethical leadership and knowledge hiding. We developed a moderated mediation model of the psychological safety linking ethical leadership and knowledge hiding. Surveying 436 employees in 78 teams, we found that ethical leadership was negatively related to knowledge hiding, and that this relation was mediated by psychological safety. We further found that the effect of ethical leadership on knowledge hiding was contingent on a mastery climate. Finally, theoretical and practical implications were discussed for leadership and knowledge management. |
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| AbstractList | According to social learning theory, we explored the relation between ethical leadership and knowledge hiding. We developed a moderated mediation model of the psychological safety linking ethical leadership and knowledge hiding. Surveying 436 employees in 78 teams, we found that ethical leadership was negatively related to knowledge hiding, and that this relation was mediated by psychological safety. We further found that the effect of ethical leadership on knowledge hiding was contingent on a mastery climate. Finally, theoretical and practical implications were discussed for leadership and knowledge management. |
| Author | Zhong, Jing Luo, Jinlian Jia, Ruiqian Fong, Patrick S. W. Huo, Weiwei Men, Chenghao |
| Author_xml | – sequence: 1 givenname: Chenghao surname: Men fullname: Men, Chenghao – sequence: 2 givenname: Patrick S. W. surname: Fong fullname: Fong, Patrick S. W. – sequence: 3 givenname: Weiwei surname: Huo fullname: Huo, Weiwei – sequence: 4 givenname: Jing surname: Zhong fullname: Zhong, Jing – sequence: 5 givenname: Ruiqian surname: Jia fullname: Jia, Ruiqian – sequence: 6 givenname: Jinlian surname: Luo fullname: Luo, Jinlian |
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| PublicationPlace | Dordrecht |
| PublicationPlace_xml | – name: Dordrecht |
| PublicationSubtitle | JBE |
| PublicationTitle | Journal of business ethics |
| PublicationTitleAbbrev | J Bus Ethics |
| PublicationYear | 2020 |
| Publisher | Springer Springer Netherlands Springer Nature B.V |
| Publisher_xml | – name: Springer – name: Springer Netherlands – name: Springer Nature B.V |
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| SubjectTerms | Business and Management Business Ethics Chief executive officers Education Ethics Knowledge management Knowledge sharing Leadership Management Original Paper Philosophy Psychological aspects Psychological safety Quality of Life Research Safety Skill development Social & emotional learning Social learning Teams |
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| Title | Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate |
| URI | https://www.jstor.org/stable/45386613 https://link.springer.com/article/10.1007/s10551-018-4027-7 https://www.proquest.com/docview/2137639684 |
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