“Articulating Cognizance About What to Hide What not": Insights into Why and When Ethical Leadership Regulates Employee Knowledge-Hiding Behaviors

[1]  Nhat Tan Pham,et al.  Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual , 2023, Human Resource Management Journal.

[2]  M. Saeed,et al.  Spiritual leadership and work alienation: analysis of mechanisms and constraints , 2022, The Service Industries Journal.

[3]  E. Siachou,et al.  Why do employees hide their knowledge and what are the consequences? A systematic literature review , 2021 .

[4]  Mayowa T. Babalola,et al.  Fueling the intrapreneurial spirit: A closer look at how spiritual leadership motivates employee intrapreneurial behaviors , 2021, Tourism Management.

[5]  Yuyan Zheng,et al.  Ethical Leadership and Ethical Voice: The Mediating Mechanisms of Value Internalization and Integrity Identity , 2021, Journal of Management.

[6]  Nhat Tan Pham,et al.  Being ignored at work: Understanding how and when spiritual leadership curbs workplace ostracism in the hospitality industry , 2020 .

[7]  S. Restubog,et al.  The role of internship participation and conscientiousness in developing career adaptability: A five-wave growth mixture model analysis , 2020 .

[8]  M. K. Anser,et al.  Ethical leadership and knowledge hiding: an intervening and interactional analysis , 2020 .

[9]  Fred O. Walumbwa,et al.  A Multilevel Analysis of the Relationship Between Ethical Leadership and Ostracism: The Roles of Relational Climate, Employee Mindfulness, and Work Unit Structure , 2020, Journal of Business Ethics.

[10]  M. Abdullah,et al.  Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Relational Social Capital, and Instrumental Thinking , 2019, Front. Psychol..

[11]  Xiaoyu Yu,et al.  Leader–member exchange, organizational identification, and knowledge hiding: T he moderating role of relative leader–member exchange , 2019, Journal of Organizational Behavior.

[12]  R. Loi,et al.  Punishing the Perpetrator of Incivility: The Differential Roles of Moral Identity and Moral Thinking Orientation , 2019, Journal of Management.

[13]  M. A. S. Khan,et al.  Interrelations Between Ethical Leadership, Green Psychological Climate, and Organizational Environmental Citizenship Behavior: A Moderated Mediation Model , 2019, Front. Psychol..

[14]  Russell P. Guay,et al.  The Interaction Effects of Leader and Follower Conscientiousness on Person-Supervisor Fit Perceptions and Follower Outcomes: A Cross-Level Moderated Indirect Effects Model , 2019, Human Performance.

[15]  Usman Raja,et al.  Challenge-Hindrance Stressors and Job Outcomes: the Moderating Role of Conscientiousness , 2019 .

[16]  Michelle C. Bligh,et al.  The Mind is Willing, but the Situation Constrains: Why and When Leader Conscientiousness Relates to Ethical Leadership , 2019 .

[17]  W. Huo,et al.  Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate , 2018, Journal of Business Ethics.

[18]  Karen J Morgan,et al.  What determines ethical behavior in public organizations: is it rules and/or leadership? , 2016 .

[19]  Mayowa T. Babalola,et al.  The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy , 2016 .

[20]  Russell P. Guay,et al.  To whom does transformational leadership matter more? An examination of neurotic and introverted followers and their organizational citizenship behavior , 2015 .

[21]  David R. Hannah,et al.  Why and How Do Employees Break and Bend Confidential Information Protection Rules? , 2015 .

[22]  Matthew J. Quade,et al.  Why do leaders practice amoral management? A conceptual investigation of the impediments to ethical leadership , 2015 .

[23]  Tomoki Sekiguchi,et al.  Self‐Esteem and Justice Orientation as Moderators for the Effects of Individual‐Targeted and Group‐Targeted Justice , 2014 .

[24]  Yoichiro Hayashi,et al.  Justice Orientation as a Moderator of the Framing Effect on Procedural Justice Perception , 2014, The Journal of social psychology.

[25]  M. Černe,et al.  What Goes Around Comes Around: Knowledge Hiding, Perceived Motivational Climate, and Creativity , 2014 .

[26]  Brian C. Holtz,et al.  Interpersonal Justice and Deviance , 2013 .

[27]  A. D. Hoogh,et al.  Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective , 2009 .

[28]  L. Witt,et al.  The role of goal-focused leadership in enabling the expression of conscientiousness. , 2009, The Journal of applied psychology.

[29]  Ronald L. Dufresne,et al.  On the Virtues of Secrecy in Organizations , 2008 .

[30]  Michael E. Brown,et al.  Ethical leadership: A review and future directions , 2006 .

[31]  M. Hannah Torture and the Ticking Bomb: The War on Terrorism as a Geographical Imagination of Power/Knowledge , 2006 .

[32]  Hannah R. Rothstein,et al.  The Effects of the Perceived Behavioral Integrity of Managers on Employee Attitudes: A Meta-analysis , 2006 .

[33]  Richard E. Lucas,et al.  The mini-IPIP scales: tiny-yet-effective measures of the Big Five factors of personality. , 2006, Psychological assessment.

[34]  Michael E. Brown,et al.  Ethical leadership: A social learning perspective for construct development and testing , 2005 .

[35]  J. L. Pierce,et al.  Psychological ownership and feelings of possession: three field studies predicting employee attitudes and organizational citizenship behavior , 2004 .

[36]  L. Witt,et al.  Social skill as moderator of the conscientiousness-performance relationship: convergent results across four studies. , 2003, The Journal of applied psychology.

[37]  M. Arthur,et al.  The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory , 1993 .

[38]  O. C. Ferrell,et al.  A Contingency Framework for Understanding Ethical Decision Making in Marketing , 1985 .

[39]  L. Treviño,et al.  Ethical Leaders and Their Followers: The Transmission of Moral Identity and Moral Attentiveness , 2016 .

[40]  J. Webster,et al.  Knowledge hiding in organizations , 2012 .

[41]  Kevin J. Eschleman,et al.  Employee personality as a moderator of the relationships between work stressors and counterproductive work behavior. , 2010, Journal of occupational health psychology.

[42]  H. Markus Self-schemata and processing information about the self. , 1977 .