Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate

被引：186

作者：

Men, Chenghao ^{[1
,2
]}

Fong, Patrick S. W. ^{[2
]}

Huo, Weiwei ^{[3
]}

Zhong, Jing ^{[4
]}

Jia, Ruiqian ^{[4
]}

Luo, Jinlian ^{[4
]}

机构：

[1] Shandong Univ, Sch Management, Jinan, Peoples R China

[2] Hong Kong Polytech Univ, Dept Bldg & Real Estate, Hong Kong, Peoples R China

[3] Shanghai Univ, SHU UTS SILC Business Sch, Shanghai, Peoples R China

[4] Tongji Univ, Sch Econ & Management, 1239 Siping Rd, Shanghai, Peoples R China

来源：

JOURNAL OF BUSINESS ETHICS | 2020年 / 166卷 / 03期

基金：

中国国家自然科学基金;

关键词：

Ethical leadership; Psychological safety; Knowledge hiding; Mastery climate; MOTIVATIONAL CLIMATE; LEARNING-BEHAVIOR; EMPLOYEE VOICE; ANTECEDENTS; CREATIVITY; CONSEQUENCES; PERSONALITY; PERFORMANCE; JUSTICE; ROLES;

D O I：

10.1007/s10551-018-4027-7

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

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.

引用

页码：461 / 472

页数：12

共 62 条

[1] ACHIEVEMENT GOALS IN THE CLASSROOM - STUDENTS LEARNING-STRATEGIES AND MOTIVATION PROCESSES [J].

AMES, C ;

ARCHER, J .

JOURNAL OF EDUCATIONAL PSYCHOLOGY, 1988, 80 (03) :260-267

[2] STRUCTURAL EQUATION MODELING IN PRACTICE - A REVIEW AND RECOMMENDED 2-STEP APPROACH [J].

ANDERSON, JC ;

GERBING, DW .

PSYCHOLOGICAL BULLETIN, 1988, 103 (03) :411-423

[3]

[Anonymous], 1986, FIELD METHODS CROSS

[4]

[Anonymous], 2006, Globe and Mail

[5] Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership [J].

Avey, James B. ;

Wernsing, Tara S. ;

Palanski, Michael E. .

JOURNAL OF BUSINESS ETHICS, 2012, 107 (01) :21-34

[6] When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership [J].

Babalola, Mayowa T. ;

Stouten, Jeroen ;

Camps, Jeroen ;

Euwema, Martin .

JOURNAL OF BUSINESS ETHICS, 2019, 154 (01) :85-102

[7]

Babcock P. J. H. M., 2004, HR MAGAZINE, V49, P46

[8]

Bandura A, 1977, Social learning theory

[9] THE MODERATOR MEDIATOR VARIABLE DISTINCTION IN SOCIAL PSYCHOLOGICAL-RESEARCH - CONCEPTUAL, STRATEGIC, AND STATISTICAL CONSIDERATIONS [J].

BARON, RM ;

KENNY, DA .

JOURNAL OF PERSONALITY AND SOCIAL PSYCHOLOGY, 1986, 51 (06) :1173-1182

[10] Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths [J].

Bavik, Yuen Lam ;

Tang, Pok Man ;

Shao, Ruodan ;

Lam, Long Wai .

LEADERSHIP QUARTERLY, 2018, 29 (02) :322-332

← 1 2 3 4 5 6 7 →