Does Self-Serving Leadership Hinder Team Creativity? A Moderated Dual-Path Model
TL;DR: In this paper, the authors proposed a theoretical model wherein self-serving leadership hinders team creativity through psychological safety as well as knowledge hiding, with task interdependence acting as a contextual condition.
Abstract: Self-serving leadership is a form of unethical leadership behavior that has destructive effect on its targets and the overall organization. Adopting a social cognition perspective, this study expands our knowledge of its adverse effect and the way to mitigate the effect. Integrating two sub-theories of social cognition (social information processing and social learning), we propose a theoretical model wherein self-serving leadership hinders team creativity through psychological safety as well as knowledge hiding, with task interdependence acting as a contextual condition. Results from a sample of 107 R&D teams revealed that self-serving leadership not only reduced team psychological safety, but also induced team knowledge hiding, both of which ultimately affected team creativity. The presence of high task interdependence buffered the destructive effect of self-serving leadership on team creativity via team psychological safety as well as the indirect effect via knowledge hiding.
Citations
More filters
TL;DR: In this paper, a panel survey of Australian knowledge workers and in a Chinese knowledge intensive organization was conducted to understand employee motivation to share and hide knowledge, and they found that cognitive job demands and job autonomy were positively related to future reports of knowledge sharing frequency and usefulness.
Abstract: Little research to date has focused on understanding employee motivation to share and hide knowledge. Using self-determination theory, we tested the premise that knowledge sharing and hiding might be differentially motivated and that work design characteristics might influence the motivation to share knowledge with colleagues. In a panel survey of Australian knowledge workers and in a Chinese knowledge-intensive organization, we asked knowledge workers, using time-lagged designs, about perceptions of work design, motivation to share knowledge, and self-reported knowledge sharing and hiding behaviors. Results, largely replicated across both samples, indicated that cognitive job demands and job autonomy were positively related to future reports of knowledge sharing frequency and usefulness via autonomous motivation to share knowledge. Unexpectedly, task interdependence was positively related to the three forms of knowledge hiding (evasive and rationalized hiding, and playing dumb) via external regulation to share knowledge. Implications for the design of jobs that motivate knowledge sharing and demotivate knowledge hiding are discussed.
183 citations
TL;DR: In this paper, the authors examined the direct and indirect relationship between knowledge hiding and organizational citizenship behavior directed at the supervisor in the context of the Middle East and found that the significant and positive relationship between SKH and distrust in supervisor is more pronounced for foreign workers than for local workers.
Abstract: This study adds to the growing research exploring the consequences of knowledge hiding in organizations. Drawing from the social exchange theory and the norm of reciprocity, this paper examines the direct and indirect—via distrust in supervisor—relationships between supervisor knowledge hiding (SKH) and supervisee organizational citizenship behavior directed at the supervisor (OCB-S) in the context of the Middle East. Using a supervisor–supervisee dyadic design, two-source data were obtained from 317 employees (local and foreign) of 41 Saudi firms. The findings suggest that supervisees’ distrust in their supervisors mediates the significant and negative relationship between SKH and supervisees’ OCB-S. Furthermore, the significant and positive relationship between SKH and distrust in supervisor is more pronounced for foreign workers than for local workers. This study provides empirical support and a better understanding of the existence and consequences of SKH for local and foreign workers and also discusses the theoretical and practical implications of the findings.
118 citations
TL;DR: In this article, the authors provide a theoretical basis for identifying and illustrating the present and the possible myriad of knowledge hiding (KH) events by employees within organizations and reveal three potential future events, which need managerial attention: negative reciprocity, influenced disengagement and perceived disengagement.
Abstract: The significance of managing and sharing employee knowledge for successful organizational change, innovation, and for sustainable advantage has indeed been suggested by research since the last few decades. Despite numerous attempts to foster the sharing of knowledge in organizations, employees may not always be willing to share knowledge attributed due to personal beliefs or situational constraints leading to hiding of knowledge. This article provides a theoretical basis by identifying and illustrating the present and the possible myriad of knowledge hiding (KH) events by employees within organizations.,Drawing literature from numerous sources, this paper adopts synthesis and provides a review of the literature and proposes framework.,This paper identifies six broad drivers which may lead to KH, including: driven by situation explain the reason for unintentional hiding as a result of performance and competition leads to individual to have a motive to hide knowledge, driven by psychological ownership leads to controlled hiding, driven by hostility and abuse by employees or managers leads to victimized hiding and lastly driven by identity and norms leads to favoured hiding. Furthermore, this study uncovers three potential future events, which need managerial attention: negative reciprocity, influenced disengagement and perceived disengagement.,This paper also offers new insights to managers to understand the present events and foresee the possible reasons about the KH behaviour and how they can strategize to reduce these events and undergo organizational change.
77 citations
TL;DR: The authors investigated the mediating role of knowledge hiding in the relationship between employees' exposure to abusive supervision and abusive supervision, drawing on social exchange and displaced aggression theories, and found that knowledge hiding played an important role in protecting employees from abusive supervision.
Abstract: Drawing on social exchange and displaced aggression theories, this study investigates the mediating role of knowledge hiding in the relationship between employees’ exposure to abusive supervision a...
72 citations
TL;DR: In this paper, a cognitive-affective processing system framework is used to explore the impact of environmentally specific transformational leadership on team pro-environmental behaviors. But, they did not explore the role of team members' environmental awareness.
Abstract: Does environmentally specific transformational leadership promote team pro-environmental behaviors? If so, why and when? Using the cognitive-affective processing system framework, we explore the id...
68 citations
References
More filters
TL;DR: In this article, the adequacy of the conventional cutoff criteria and several new alternatives for various fit indexes used to evaluate model fit in practice were examined, and the results suggest that, for the ML method, a cutoff value close to.95 for TLI, BL89, CFI, RNI, and G...
Abstract: This article examines the adequacy of the “rules of thumb” conventional cutoff criteria and several new alternatives for various fit indexes used to evaluate model fit in practice. Using a 2‐index presentation strategy, which includes using the maximum likelihood (ML)‐based standardized root mean squared residual (SRMR) and supplementing it with either Tucker‐Lewis Index (TLI), Bollen's (1989) Fit Index (BL89), Relative Noncentrality Index (RNI), Comparative Fit Index (CFI), Gamma Hat, McDonald's Centrality Index (Mc), or root mean squared error of approximation (RMSEA), various combinations of cutoff values from selected ranges of cutoff criteria for the ML‐based SRMR and a given supplemental fit index were used to calculate rejection rates for various types of true‐population and misspecified models; that is, models with misspecified factor covariance(s) and models with misspecified factor loading(s). The results suggest that, for the ML method, a cutoff value close to .95 for TLI, BL89, CFI, RNI, and G...
76,383 citations
Book•
01 Jan 1991TL;DR: In this article, the effects of predictor scaling on the coefficients of regression equations are investigated. But, they focus mainly on the effect of predictors scaling on coefficients of regressions.
Abstract: Introduction Interactions between Continuous Predictors in Multiple Regression The Effects of Predictor Scaling on Coefficients of Regression Equations Testing and Probing Three-Way Interactions Structuring Regression Equations to Reflect Higher Order Relationships Model and Effect Testing with Higher Order Terms Interactions between Categorical and Continuous Variables Reliability and Statistical Power Conclusion Some Contrasts Between ANOVA and MR in Practice
27,897 citations
TL;DR: In this article, an exploración de the avances contemporaneos en la teoria del aprendizaje social, con especial enfasis en los importantes roles que cumplen los procesos cognitivos, indirectos, and autoregulatorios.
Abstract: Una exploracion de los avances contemporaneos en la teoria del aprendizaje social, con especial enfasis en los importantes roles que cumplen los procesos cognitivos, indirectos, y autoregulatorios.
20,904 citations
TL;DR: In this paper, the authors introduce the construct of team psychological safety, a shared belief held by members of a team that the team is safe for interpersonal risk taking, and test it in a multimethod field study.
Abstract: This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.
6,953 citations
TL;DR: In this paper, the authors present methods for assessing agreement among the judgments made by a single group of judges on a single variable in regard to a single target, such as a manuscript, a lower-level manager, or a team.
Abstract: : This article presents methods for assessing agreement among the judgments made by a single group of judges on a single variable in regard to a single target. For example, the group of judges could be editorial consultants, members of an assessment center, or members of a team. The single target could be a manuscript, a lower-level manager, or a team. The variable on which the target is judged could be overall publishability in the case of the manuscript, managerial potential for the lower-level manager, or team cooperativeness for the team. The methods presented are based on new procedures for estimating interrater reliability. For situations such as the above, these procedures are shown to furnish more accurate and interpretable estimates of agreement than estimates provided by procedures commonly used to estimate agreement, consistency, or interrater reliability. In addition, the proposed methods include processes for controlling for the spurious influences of response biases (e.g., positive leniency, social desirability) on estimates of interrater reliability. (Author)
4,460 citations