Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate
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ORIGINAL PAPER
Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate Chenghao Men1,2 · Patrick S. W. Fong2 · Weiwei Huo3 · Jing Zhong4 · Ruiqian Jia4 · Jinlian Luo4 Received: 29 September 2017 / Accepted: 11 September 2018 © Springer Nature B.V. 2018
Abstract According to social learning theory, we explored the relation between ethical leadership and knowledge hiding. We devel‑ oped 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 rela‑ tion 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. Keywords Ethical leadership · Psychological safety · Knowledge hiding · Mastery climate
Introduction Over the years, leadership researchers have studied ethical leadership intensively (Ng and Feldman 2015). A number of empirical studies have examined its positive effects on employee and organizational outcomes (Ng and Feldman 2015). For example, ethical leadership has been shown to be positively associated with favorable outcomes, such as organizational citizenship behavior (Kacmar et al. 2011; Mo and Shi 2017), job satisfaction (Avey et al. 2012), voice behavior (Lee et al. 2017), group learning behavior (Walumbwa et al. 2017), and performance (Hung and Pat‑ erson 2017; Treviño et al. 2015; Walumbwa et al. 2012). Also, research has shown a negative relation between ethical
* Jinlian Luo [email protected] 1
School of Management, Shandong University, Jinan, People’s Republic of China
2
Department of Building and Real Estate, The Hong Kong Polytechnic University, Hong Kong, People’s Republic of China
3
SHU‑UTS SILC Business School, Shanghai University, Shanghai, People’s Republic of China
4
School of Economics and Management, Tongji University, No. 1239, Siping Road, Shanghai, People’s Republic of China
leadership and turnover intention (Demirtas and Akdogan 2015), and organizational deviance (van Gils et al. 2015). While there exists an abundance of studies examining the relation between ethical leadership and employee ethi‑ cal behaviors and deviant conduct, the research examining the relation between ethical leadership and knowledge man‑ agement is fragmented (Tang et al. 2015). However, a pre‑ ponderance of knowledge management research has exam‑ ined the contextual factors that might enhance or impede knowledge sharing (e.g., Lee et al. 2018), while what con‑ tributes to knowledge hiding or what reduces knowledge hiding begs for more research. Knowledge hiding is com‑ mon among workers. For example, a newspaper poll of 1700 readers by The Globe and Mail showed that 76% of employees hid knowledge from their coworkers, and most viewed knowledge as privacy (The Globe an
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