☆ 4.5 Article

Is it fair? How and when exploitative leadership impacts employees' knowledge sharing

MANAGEMENT DECISION (2023)

Related references

Note: Only part of the references are listed.

Article Management

The more you exploit, the more expedient I will be: A moral disengagement and Chinese traditionality examination of exploitative leadership and employee expediency

Ken Cheng et al.

Summary: Drawing on social cognitive theory, this study examines the relationship between exploitative leadership and employee expediency, finding that moral disengagement acts as a psychological mechanism while Chinese traditionality serves as a boundary condition. Through a survey of Chinese employees, the results reveal a positive relationship between exploitative leadership and employee expediency, with moral disengagement mediating this relationship. Furthermore, Chinese traditionality buffers the positive relationship between exploitative leadership and moral disengagement, as well as the indirect effect of exploitative leadership on employee expediency through moral disengagement.

ASIA PACIFIC JOURNAL OF MANAGEMENT (2023)

Add to Collection

Article Information Science & Library Science

It's a knowledge centric world! Does ethical leadership promote knowledge sharing and knowledge creation? Psychological capital as mediator and shared goals as moderator

Anil Kumar Goswami et al.

Summary: This study examines the impact of ethical leadership and psychological capital on knowledge sharing and creation, as well as the mediating effect of psychological capital and moderating effect of shared goals. The findings reveal that ethical leadership and psychological capital have a positive influence on knowledge sharing and creation. Knowledge sharing mediates the relationship between ethical leadership and knowledge creation, while shared goals moderate the relationship between ethical leadership and knowledge sharing and creation.

JOURNAL OF KNOWLEDGE MANAGEMENT (2023)

Add to Collection

Article Information Science & Library Science

Digital technology driven knowledge sharing for job performance

Hepu Deng et al.

Summary: The purpose of this study is to investigate the role of digital technologies in enhancing knowledge sharing and decision-making for better job performance in organizations. The study reveals that digital technology plays a significant role in improving coordination, communication, knowledge sharing, and decision-making, which ultimately leads to better job performance in organizations.

JOURNAL OF KNOWLEDGE MANAGEMENT (2023)

Add to Collection

Article Management

Following the abusive leader? When and how abusive supervision influences victim's creativity through observers

Yahua Cai et al.

Summary: Despite prior studies on abusive supervision and employee creativity, the social aspect of creativity has not been thoroughly explored. This study used the social identity model of organizational leadership and the dynamic componential theory of creativity to investigate the impact of abusive supervision on employee creativity through coworkers' ostracism, with consideration of leaders' in-group prototypicality. Findings from surveys and experiments supported the proposed model, indicating that abusive supervision negatively influenced employee creativity through coworkers' ostracism, particularly among leaders high in-group prototypicality. Theoretical and managerial implications are discussed.

ASIA PACIFIC JOURNAL OF MANAGEMENT (2023)

Add to Collection

Article Business

Transformational leadership and supply chain innovativeness: mediating role of knowledge sharing climate and moderating role of supply base rationalization

Cailin Zhang et al.

Summary: The purpose of this study is to examine the influence of transformational leadership on supply chain innovativeness and its mechanisms. The results show that transformational leadership partially mediates supply chain innovativeness through knowledge sharing, and supply base rationalization positively moderates the mediated relationship between transformational leadership and supply chain innovativeness. This provides management implications for supply chain leaders and decision-makers in dealing with supply chain disruptions.

ASIA PACIFIC JOURNAL OF MARKETING AND LOGISTICS (2023)

Add to Collection

Article Business

Rebellion Under Exploitation: How and When Exploitative Leadership Evokes Employees' Workplace Deviance

Yijing Lyu et al.

Summary: This study examines the mechanisms underlying the association between exposure to exploitative leadership and employee workplace deviance, drawing on the perspective of causal reasoning and the social cognitive theory of moral thought and action. The results of a time-lagged survey conducted in China demonstrate that exposure to exploitative leadership can trigger a moral justification process, leading to increased employee organizational and interpersonal deviance. Hostile attribution bias reinforces the direct link between exploitative leadership and moral justification, as well as the indirect effects of exploitative leadership on employee organizational and interpersonal deviance, via moral justification.

JOURNAL OF BUSINESS ETHICS (2023)

Add to Collection

Article Business

Assessing social capital and knowledge sharing in the high-tech industry: a moderating role of hypercompetition

Chieh-Peng Lin et al.

Summary: This study examines the mechanisms through which social capital, positive affective tone, and hypercompetition influence knowledge sharing in high-tech teams. The results indicate that social interaction, shared vision, and trust have a positive relationship with knowledge sharing through the mediation of positive affective tone. Additionally, hypercompetition has a positive moderating effect on the relationships between social interaction and positive affective tone, as well as between trust and positive affective tone.

MANAGEMENT DECISION (2023)

Add to Collection

Article Information Science & Library Science

The joint effects of supervisor knowledge hiding, abusive supervision, and employee political skill on employee knowledge hiding behaviors

Florian Offergelt et al.

Summary: Based on social learning and social exchange theories, this study examines the effects of supervisor knowledge hiding, abusive supervision, and employee political skill on employee knowledge hiding behaviors. The findings show that both supervisor behaviors and employee political skill predict employee evasive hiding and playing dumb, and supervisor knowledge hiding additionally predicts employee rationalized hiding. The predictive value of supervisor knowledge hiding is 2.5 times larger than that of abusive supervision and political skill. The effects of destructive supervisor behaviors are weaker for more politically skilled employees.

JOURNAL OF KNOWLEDGE MANAGEMENT (2023)

Add to Collection

Article Business

Overall justice and emotion regulation: combining surface acting with unfairness talk for greater satisfaction and less exhaustion

Jeffrey Joseph Haynie et al.

Summary: The study investigates the effects of supervisor-directed surface acting (SDSA) and unfairness talk on subordinates' job satisfaction and emotional exhaustion, as well as their roles in overall justice assessments. Results show that SDSA mediates the relationships between overall justice and emotional exhaustion and job satisfaction. Additionally, unfairness talk mitigates the negative impact of SDSA on emotional exhaustion, but not job satisfaction. Practical implications highlight the importance for supervisors to understand the challenging nature of ongoing interactions with subordinates after unjust events occur. The study's originality lies in providing a better understanding of how overall justice assessments influence subordinates' job satisfaction and emotional exhaustion. Furthermore, the findings suggest that unfairness talk may serve as a coping mechanism when dealing with high levels of SDSA, particularly in relation to emotional exhaustion.

MANAGEMENT DECISION (2023)

Add to Collection

Article Business

Ethical leadership and employee unethical behavior: a dual-processing model

Chenjing Gan et al.

Summary: This study applies a dual-processing model to understand how ethical leadership can prevent employee unethical behavior through both employee deontic justice and distributive justice. The results of a survey in China show that both employee deontic justice (moral intuition process) and distributive justice (deliberate reasoning process) mediate the negative relationship between ethical leadership and employee unethical behavior. The practical implication is that applying the dual-processing model in ethics training can enhance the effectiveness of employee moral training.

MANAGEMENT DECISION (2023)

Add to Collection

Article Business

Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination

Yasir Mansoor Kundi et al.

Summary: The purpose of this article is to examine the relationships between paradoxical leadership and employee performance outcomes, and explore the mediating effect of work engagement. The authors found that paradoxical leadership influences employee performance directly and indirectly through work engagement.

MANAGEMENT DECISION (2023)

Add to Collection

Article Industrial Relations & Labor

Exploitative leadership and counterproductive work behavior: a discrete emotions approach

Limin Guo et al.

Summary: This study explores the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB) by examining the mediating roles of anger and fear and the moderating role of cognitive reappraisal. The results show that exploitative leadership is positively related to approach-oriented CWB and avoidance-oriented CWB. Anger mediates the relationship between exploitative leadership and approach-oriented CWB, while fear mediates the relationship between exploitative leadership and avoidance-oriented CWB. Cognitive reappraisal buffers the effects of exploitative leadership on anger and fear and their indirect effects on approach-oriented CWB and avoidance-oriented CWB.

PERSONNEL REVIEW (2023)

Add to Collection

Article Psychology, Applied

The hot and the cold in destructive leadership: Modeling the role of arousal in explaining leader antecedents and follower consequences of abusive supervision versus exploitative leadership

Franziska Emmerling et al.

Summary: Negative leadership, also known as destructive leadership, has serious negative effects on followers and organizations. There are multiple forms of destructive leadership, and it is important to understand their origins (antecedents) and their specific consequences. This paper focuses on understanding two forms of destructive leadership, abusive supervision and exploitative leadership, which are similar to reactive and proactive aggression, respectively. The paper introduces a model that predicts the occurrence of these forms of leadership and their effects on follower behavior. The physiological characteristic of emotional arousal plays a crucial role in this model, influencing how leaders and followers react to negative events. The paper also explores the interaction between individual characteristics, environmental factors, and arousal in determining behavior.

ORGANIZATIONAL PSYCHOLOGY REVIEW (2023)

Add to Collection

Article Business

The nexus between servant leadership and employee's creative deviance for creativity inside learning and performance goal-oriented organizations

Nilesh Kumar et al.

Summary: Based on motivated information processing theory and theories of leadership, this study found that servant leadership (SL) is an effective leadership style for employee creative deviance engagement (CDE) to foster radical and incremental creativity in two different goal-oriented organizations. The study also identified the strengthening effects of organizational dispositions (learning and performance goal-oriented organizations) on the relationship between SL and creativity. This study contributes to the understanding of SL as a specific leadership style for different types of creativity.

MANAGEMENT DECISION (2023)

Add to Collection

Article Information Science & Library Science

How to attenuate the effects of abusive supervision on knowledge hiding: the neutralizing roles of coworker support and individual characteristics

Qi Hao et al.

Summary: This study explores the relationship between abusive supervision and knowledge hiding, and tests the mediating effect of emotional exhaustion as well as the moderating effects of perceived coworker support and positive affectivity. The results show that abusive supervision has a positive impact on employees' knowledge hiding, and emotional exhaustion fully mediates this relationship. Perceived coworker support and positive affectivity attenuate the relationship between abusive supervision and emotional exhaustion, as well as the mediating effects of emotional exhaustion.

JOURNAL OF KNOWLEDGE MANAGEMENT (2022)

Add to Collection

Article Management

Exploitative leadership and organizational cynicism: the mediating role of emotional exhaustion

Mervat Elsaied

Summary: This study aims to clarify the relationship between exploitative leadership and organizational cynicism, with emotional exhaustion found to fully mediate this relationship. The data was collected through a questionnaire from 491 employees in four telecom firms, providing empirical insights into how exploitative leadership influences organizational cynicism.

LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL (2022)

Add to Collection

Article Management

I cannot be creative due to my exploitative leader! A moderated mediation interplay of leader-member exchange quality and knowledge hiding

Yanchao Feng et al.

Summary: This study investigates the negative effects of exploitative leadership on employee creativity through the mediating role of knowledge hiding. The study also examines the boundary effects of leader-member exchange to explore the conditions under which knowledge hiding is more or less likely to occur.

JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT (2022)

Add to Collection

Article Information Science & Library Science

Dynamic linkages of empowering and transformational leadership with knowledge sharing in project teams

Abhishek Srivastava et al.

Summary: This paper proposes a conceptual model to explore how leadership influences knowledge sharing at different stages of a project team's life span. The study finds that empowering and transformational leadership have a greater impact on knowledge sharing in the intermediate stages of team development, while their influence is limited in the initial and final stages.

KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE (2022)

Add to Collection

Article Information Science & Library Science

How abusive supervision affect knowledge hiding? The mediating role of employee silence and moderating role of psychological ownership

Talat Islam et al.

Summary: This study investigates how abusive supervision affects employees' knowledge hiding and examines employee silence as a mediating mechanism and psychological ownership as a buffer. The findings suggest that employees in high-power distance cultures tend to engage in silent behavior when perceiving abusive supervision, which positively influences their knowledge hiding behavior. However, employees with a high level of psychological ownership are less likely to respond to abusive supervisors through silence because they have a stronger sense of belongingness and prefer to benefit the organization.

VINE JOURNAL OF INFORMATION AND KNOWLEDGE MANAGEMENT SYSTEMS (2022)

Add to Collection

Article Industrial Relations & Labor

Multicultural skills in open innovation: relational leadership enabling knowledge sourcing and sharing

Aurelia Engelsberger et al.

Summary: The authors highlight how social exchange relationships and knowledge sharing among team members are enhanced by multicultural skills and relational leadership, ultimately supporting open innovation. Individual motivations such as establishing networks, skill acquisition, and reciprocity drive knowledge sharing and collaboration within innovation teams. The study emphasizes the importance of HR manager support for relational leadership and multicultural skills to foster knowledge sharing and open innovation.

PERSONNEL REVIEW (2022)

Add to Collection

Article Management

Abusive supervision and job outcomes: a moderated mediation model

Muhammad Farrukh Moin et al.

Summary: The study found that abusive supervision predicts subordinates' turnover intentions both directly and indirectly via job dissatisfaction, with continuance commitment weakening the mediated link in the process.

JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT (2022)

Add to Collection

Article Management

Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team

Hassan Imam et al.

Summary: The study found that shared leadership directly and indirectly influences project success through knowledge sharing and team cohesion. Furthermore, team trust interacts with cohesion and knowledge sharing, impacting project success. The study also discussed practical implications and drew conclusions from the results.

INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT (2021)

Add to Collection

Article Information Science & Library Science

Abusive supervision and the knowledge worker productivity: the mediating role of knowledge management processes

Quba Ahmed et al.

Summary: The study examines the relationship between abusive supervision and knowledge management processes in relation to knowledge worker productivity in knowledge-intensive organizations. Results show that abusive supervision has a negative impact on knowledge management processes and ultimately on knowledge worker productivity, while knowledge management processes have a positive impact on knowledge worker productivity. The findings suggest the importance of considering abusive supervision in the context of knowledge worker productivity and knowledge management processes.

JOURNAL OF KNOWLEDGE MANAGEMENT (2021)

Add to Collection

Article Business

Impacts of leadership style, organizational design and HRM practices on knowledge hiding: The indirect roles of organizational justice and competitive work environment

Mourad Oubrich et al.

Summary: The study shows that Leadership Style and Organizational Design can only reduce Knowledge Hiding when Organizational Justice is established. HRM practices can also decrease the intention of employees to hide knowledge in high justice settings, but may induce such behavior in a highly competitive work environment.

JOURNAL OF BUSINESS RESEARCH (2021)

Add to Collection

Article Business

Top management knowledge value, knowledge sharing practices, open innovation and organizational performance

Sanjay Kumar Singh et al.

Summary: This study examines the antecedents and outcomes of open innovation in small and medium-sized enterprises (SMEs) based on the resource-based view and knowledge-based view of firms. The results indicate that top management knowledge value and knowledge creating practices have a positive impact on open innovation and organizational performance.

JOURNAL OF BUSINESS RESEARCH (2021)

Add to Collection

Article Information Science & Library Science

Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors

Fauzia Syed et al.

Summary: This study examines the mediating role of knowledge hiding behaviors in the relationship between exploitative leadership and employee work-related attitudes and behaviors, while exploring the moderating effect of fear of negative evaluation. The findings suggest that exploitative leadership negatively influences employee performance and turnover intentions through knowledge hiding behaviors, with fear of negative evaluation playing a moderating role in this relationship.

JOURNAL OF KNOWLEDGE MANAGEMENT (2021)

Add to Collection

Article Business

Allies or rivals: how abusive supervision influences subordinates' knowledge hiding from colleagues

Changyu Wang et al.

Summary: Team abusive supervision differentiation has a positive moderating effect on the relationship between abusive supervision and subordinates' knowledge hiding behavior, indicating the importance of considering team dynamics in influencing employees' knowledge-sharing behaviors.

MANAGEMENT DECISION (2021)

Add to Collection

Article Management

How exploitative leadership influences on knowledge management processes: the moderating role of organisational citizenship behaviour

Amir A. Abdulmuhsin et al.

Summary: This study found a significant negative impact of exploitative leadership on knowledge management and its processes, especially on knowledge utilization. Additionally, organizational citizenship behaviors were found to have a significant moderating impact on exploitative leadership, particularly its effect on knowledge creation.

INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS (2021)

Add to Collection

Article Industrial Relations & Labor

Organization-based self-esteem and work-life outcomes

Judith R. Gordon et al.

Summary: The study found a significant relationship between organization-based self-esteem and work-life conflict and enrichment, with work engagement playing a mediating role in this relationship. Additionally, organizational support was found to moderate the relationship between OBSE and life-work conflict.

PERSONNEL REVIEW (2021)

Add to Collection

Article Business

The role of abusive supervision and organizational commitment on employees' information security policy noncompliance intention

Bowen Guan et al.

INTERNET RESEARCH (2020)

Add to Collection

Article Industrial Relations & Labor

The effects of responsible leadership and knowledge sharing on job performance among knowledge workers

Chieh-Peng Lin et al.

PERSONNEL REVIEW (2020)

Add to Collection

Article Information Science & Library Science

Tips to use partial least squares structural equation modelling (PLS-SEM) in knowledge management

Gabriel Cepeda-Carrion et al.

JOURNAL OF KNOWLEDGE MANAGEMENT (2019)

Add to Collection

Article Information Science & Library Science

Does abusive supervision always promote employees to hide knowledge? From both reactance and COR perspectives

Jiaojiao Feng et al.

JOURNAL OF KNOWLEDGE MANAGEMENT (2019)

Add to Collection

Article Information Science & Library Science

Abusive supervision and knowledge hiding: the mediating role of psychological contract violation and supervisor directed aggression

Sajeet Pradhan et al.

JOURNAL OF KNOWLEDGE MANAGEMENT (2019)

Add to Collection

Article Industrial Relations & Labor

Organizational justice and knowledge sharing behavior: The role of psychological ownership and perceived organizational support

Zahid Hameed et al.

PERSONNEL REVIEW (2019)

Add to Collection

Article Business

Shedding Light on Leaders' Self-Interest: Theory and Measurement of Exploitative Leadership

Ellen Anke Schmid et al.

JOURNAL OF MANAGEMENT (2019)

Add to Collection

Article Business

Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition

Christian N. Thoroughgood et al.

JOURNAL OF BUSINESS ETHICS (2018)

Add to Collection

Article Psychology, Applied

A moderated mediation model of the relationship between abusive supervision and knowledge sharing

Soojin Lee et al.

LEADERSHIP QUARTERLY (2018)

Add to Collection

Article Industrial Relations & Labor

Paternalistic leadership and knowledge sharing with outsiders in emerging economies Based on social exchange relations within the China context

Jeoung Yul Lee et al.

PERSONNEL REVIEW (2018)

Add to Collection

Article Business

Bridging Design and Behavioral Research With Variance-Based Structural Equation Modeling

Jorg Henseler

JOURNAL OF ADVERTISING (2017)

Add to Collection

Article Information Science & Library Science

Differential influences of perceived organizational factors on younger employees' participation in offline and online intergenerational knowledge transfer

Changyu Wang et al.

INTERNATIONAL JOURNAL OF INFORMATION MANAGEMENT (2017)

Add to Collection

Article Business

Estimation issues with PLS and CBSEM: Where the bias lies!

Marko Sarstedt et al.

JOURNAL OF BUSINESS RESEARCH (2016)

Add to Collection

Article Business

A new criterion for assessing discriminant validity in variance-based structural equation modeling

Jorg Henseler et al.

JOURNAL OF THE ACADEMY OF MARKETING SCIENCE (2015)

Add to Collection

Article Psychology, Applied

Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing

Abraham Carmeli et al.

HUMAN RESOURCE MANAGEMENT (2013)

Add to Collection

Review Business

Destructive Leadership: A Theoretical Review, Integration, and Future Research Agenda

Dina V. Krasikova et al.

JOURNAL OF MANAGEMENT (2013)

Add to Collection

Article Business

Proactive socialization behavior in China: The mediating role of perceived insider status and the moderating role of supervisors' traditionality

Jie Wang et al.

JOURNAL OF ORGANIZATIONAL BEHAVIOR (2013)

Add to Collection

Article Psychology, Applied

Four-Factor Justice and Daily Job Satisfaction: A Multilevel Investigation

Raymond Loi et al.

JOURNAL OF APPLIED PSYCHOLOGY (2009)

Add to Collection

Article Computer Science, Information Systems

Social network, social trust and shared goals in organizational knowledge sharing

Wing S. Chow et al.

INFORMATION & MANAGEMENT (2008)

Add to Collection

Article Business

Manager Trustworthiness or Interactional Justice? Predicting Organizational Citizenship Behaviors

Dan S. Chiaburu et al.

JOURNAL OF BUSINESS ETHICS (2008)

Add to Collection

Article Psychology, Applied

Destructive leadership behaviour: A definition and conceptual model

Stale Einarsen et al.

LEADERSHIP QUARTERLY (2007)

Add to Collection

Article Business

Abusive supervision in work organizations: Review, synthesis, and research agenda

Bennett J. Tepper

JOURNAL OF MANAGEMENT (2007)

Add to Collection

Review Psychology, Applied

Leadership and fairness: The state of the art

Daan van Knippenberg et al.

EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY (2007)

Add to Collection

Article Business

Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance

Abhishek Srivastava et al.

ACADEMY OF MANAGEMENT JOURNAL (2006)

Add to Collection

Article Psychology, Applied

Relationships between organizational justice, identification with organization and work unit, and group-related outcomes

Maria-Elena Olkkonen et al.

ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES (2006)

Add to Collection

Article Management

Fostering knowledge sharing through people management practices

EF Cabrera et al.

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT (2005)

Add to Collection

Review Computer Science, Information Systems

Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate

GW Bock et al.

MIS QUARTERLY (2005)

Add to Collection

Review Psychology, Applied

Common method biases in behavioral research: A critical review of the literature and recommended remedies

PM Podsakoff et al.

JOURNAL OF APPLIED PSYCHOLOGY (2003)

Add to Collection

Review Management

The importance of HR practices and workplace trust in achieving superior performance: a study of public-sector organizations

J Gould-Williams

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT (2003)

Add to Collection

Article Business

The winding road from employee to complainant: Situational and psychological determinants of wrongful-termination claims

EA Lind et al.

ADMINISTRATIVE SCIENCE QUARTERLY (2000)

Add to Collection

© Peeref 2019-2024. All rights reserved.