Employees' knowledge hiding behavior has an essential inhibitory impact on organizational innovation and employee knowledge sharing. Accordingly, studying the antecedents and influencing mechanisms of employees' knowledge hiding behavior is quite necessary. In the perspective of leader–member exchange theory and resource conservation theory, the leaders' bias tendency will lead to the workplace marginalization perception of some employees and promote the generation of employees' knowledge hiding behavior. Thus, this research is intended to discuss the influence of leaders' bias tendency toward employees' knowledge (...) hiding behavior, and to analyze the mediating effects of employees' perception of workplace marginalization and the moderating role of emotional commitment to the organization. The sample of this study covered 500 Chinese full-time corporate employees. The conclusions of the research indicate that the following: Leaders' bias tendency is vitally and absolutely correlated with employees' knowledge hiding behavior; Workplace marginalization perception plays an intermediary role between leaders' bias tendency and employees' knowledge hiding behavior; Emotional commitment to the organization plays a negative moderating role between leaders' bias tendency and employees' knowledge hiding behavior; Emotional commitment to the organization plays a negative moderating role between workplace marginalization perception and employees' knowledge hiding behavior. These findings will help organizations and managers to recognize the harm of bias tendency, regulate their own behaviors, and effectively reduce the generation of employees' knowledge hiding behaviors, thereby promoting knowledge sharing and innovative behaviors in organizations. (shrink)

Shared leadership is not only about individual team members engaging in leadership, but also about team members adopting the complementary follower role. However, the question of what enables team members to fill in each of these roles and the corresponding influence of formal leaders have remained largely unexplored. Using a social network perspective allows us to predict both leadership and followership ties between team members based on considerations of implicit leadership and followership theories. From this social information processing perspective, we (...) identify individual team members’ political skill and the formal leaders’ empowering leadership as important qualities that facilitate the adoption of each the leader and the follower role. Results from a social network analysis in a R&D department with 305 realized leadership ties support most of our hypotheses. (shrink)

At present, scholars have mainly focused on the individual-level influencing factors of constructive deviance, and few studies have concerned the motivating mechanism of empowering leadership on constructive deviance. Based on the conservation of resources theory, this study explored the cross-level influence of empowering leadership on constructive deviance in the Chinese cultural context. With the data of 85 leaders and 383 paired employees which were collected in two waves with one-month time lag, the results demonstrated that empowering leadership motivated employees to (...) actively implement constructive deviance, and that organization-based self-esteem played a mediating role in the relationship. The high traditionality of employees weakened not only the positive effect of organization-based self-esteem on constructive deviance, but also the mediating role of organization-based self-esteem. This study lays a theoretical basis and provides some practical guidance for leaders to take effective empowerment strategies to motivate employees to engage in constructive deviance. (shrink)

Based on the self-verification theory, this research proposed a multi-level model for exploring whether, how, and when differentiated leadership had curvilinear effects on relationship conflict within a team and further on team members’ counterproductive work behaviors toward individuals (CWBI). Drawing on a sample of 297 team members nested in 78 teams, we found that differentiated empowering leadership had no direct curvilinear effects on relationship conflict. However, the results showed that the team competence variance could moderate the curvilinear relationship between differentiated (...) empowering leadership and relationship conflict. Specifically, only in teams with high competence variance among members, differentiated empowering leadership had a U-shaped effect on relationship conflict. Moreover, differentiated empowering leadership interacted with team competence variance had a downstream effect on team members’ CWBI through relationship conflict. We ended up by discussing the theoretical and practical implications of these findings. (shrink)