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

Chenghao Men, Patrick S. W. Fong, Weiwei Huo, Jing Zhong, Ruiqian Jia and Jinlian Luo ()
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Chenghao Men: Shandong University
Patrick S. W. Fong: The Hong Kong Polytechnic University
Weiwei Huo: Shanghai University
Jing Zhong: Tongji University
Ruiqian Jia: Tongji University
Jinlian Luo: Tongji University

Journal of Business Ethics, 2020, vol. 166, issue 3, No 1, 472 pages

Abstract: 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.

Keywords: Ethical leadership; Psychological safety; Knowledge hiding; Mastery climate (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (23)

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DOI: 10.1007/s10551-018-4027-7

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