Display options
Cite
Abdullah MI, Dechun H, Ali M, et al. Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Relational Social Capital, and Instrumental Thinking. Front Psychol. 2019;10:2403doi: 10.3389/fpsyg.2019.02403.
Abdullah, M. I., Dechun, H., Ali, M., & Usman, M. (2019). Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Relational Social Capital, and Instrumental Thinking. Frontiers in psychology, 102403. https://doi.org/10.3389/fpsyg.2019.02403
Abdullah, Muhammad Ibrahim, et al. "Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Relational Social Capital, and Instrumental Thinking." Frontiers in psychology vol. 10 (2019): 2403. doi: https://doi.org/10.3389/fpsyg.2019.02403
Abdullah MI, Dechun H, Ali M, Usman M. Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Relational Social Capital, and Instrumental Thinking. Front Psychol. 2019 Oct 25;10:2403. doi: 10.3389/fpsyg.2019.02403. eCollection 2019. PMID: 31708841; PMCID: PMC6823209.
Copy Download .nbib Format: NLM
Share it on

Front Psychol. 2019 Oct 25;10:2403. doi: 10.3389/fpsyg.2019.02403. eCollection 2019.

Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Relational Social Capital, and Instrumental Thinking.

Frontiers in psychology

Muhammad Ibrahim Abdullah, Huang Dechun, Moazzam Ali, Muhammad Usman

Affiliations

  1. Business School of Hohai University, Hohai University, Nanjing, China.
  2. Department of Management Sciences, COMSATS University Islamabad, Lahore Campus, Lahore, Pakistan.
  3. Department of Management Sciences, University of Okara, Okara, Pakistan.

PMID: 31708841 PMCID: PMC6823209 DOI: 10.3389/fpsyg.2019.02403

Abstract

The present study examined the direct and indirect (via relational social capital) relationships between supervisors' ethical leadership and knowledge hiding. It also tested the moderating role of instrumental thinking in the relationship between supervisors' ethical leadership and knowledge hiding and the relationship between supervisors' ethical leadership and relational social capital. Data were collected from 245 employees in different firms spanning different manufacturing and service sectors. The results showed that supervisors' ethical leadership was negatively related to knowledge hiding, both directly and via relational social capital. The results revealed that instrumental thinking moderated the positive relationship between supervisors' ethical leadership and relational social capital, such that the relationship was weak when instrumental thinking was high. The results also showed that instrumental thinking moderated both direct and indirect relationships between supervisors' ethical leadership and knowledge hiding, such that the relationships were weak when instrumental thinking was high. The study carries important practical implications for managers concerned about the destructive consequences of knowledge hiding.

Copyright © 2019 Abdullah, Dechun, Ali and Usman.

Keywords: ethical leadership; instrumental thinking; knowledge hiding; moderated mediation; relational social capital

References

  1. J Appl Psychol. 2002 Oct;87(5):858-66 - PubMed
  2. Front Psychol. 2019 Aug 28;10:1977 - PubMed
  3. J Appl Psychol. 2006 Jul;91(4):870-83 - PubMed
  4. Psychol Sci. 2013 Dec;24(12):2379-89 - PubMed
  5. J Appl Psychol. 2019 Jan;104(1):123-145 - PubMed
  6. J Appl Psychol. 2000 Oct;85(5):822-8 - PubMed
  7. J Nurs Manag. 2019 Mar;27(2):357-370 - PubMed
  8. J Appl Psychol. 2015 May;100(3):948-65 - PubMed
  9. J Appl Psychol. 2003 Oct;88(5):879-903 - PubMed
  10. J Pers Soc Psychol. 2008 Jul;95(1):111-27 - PubMed
  11. J Appl Psychol. 2009 Sep;94(5):1275-86 - PubMed
  12. J Couns Psychol. 2012 Jul;59(3):479-85 - PubMed
  13. J Appl Psychol. 2004 Aug;89(4):647-60 - PubMed
  14. J Pers Soc Psychol. 2016 Oct;111(4):505-29 - PubMed
  15. Psychol Sci. 2009 Jan;20(1):127-34 - PubMed

Publication Types