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This paper seeks to explore the influence mechanism of differentiated empowering leadership on knowledge sharing and the moderating role of perceptions of organizational politics.

A paired-sample collection method is employed to conduct an empirical research study on 287 employees.

The results indicate that the direct effect of differentiated empowering leadership on knowledge sharing is not significant, but it has a significantly positive impact on their organizational cynicism. Moreover, organizational cynicism plays the sole mediating role between differentiated empowering leadership and knowledge sharing. Finally, the perceptions of organizational politics moderate the relationship between differentiated empowering leadership and organizational cynicism as well as that between organizational cynicism and knowledge sharing.

The research results demonstrate the specific mechanism by which differentiated empowering leadership influences knowledge sharing through the mediating role of organizational cynicism. In particular, the paper determines the distinct roles played by perceptions of organizational politics as boundary conditions within this mechanism.

The COVID-19 outbreak reached a critical stage when it became imperative for public health systems to act decisively and design potential behavioral operational strategies aimed at containing the pandemic. Isolation through social distancing played a key role in achieving this objective. This research study examines the factors affecting the intention of individuals toward social distancing in India.

A correlation study was conducted on residents from across Indian states (N = 499). Online questionnaires were floated, consisting of health belief model and theory of planned behavior model, with respect to social distancing behavior initially. Finally, structural equation modeling was used to test the hypotheses.

The results show that perceived susceptibility (PS), facilitating conditions (FC) and subjective norms are the major predictors of attitude toward social distancing, with the effect size of 0.277, 0.132 and 0.551, respectively. The result also confirms that the attitude toward social distancing, perceived usefulness of social distancing and subjective norms significantly predict the Intention of individuals to use social distancing with the effect size of 0.355, 0.197 and 0.385, respectively. The nonsignificant association of PS with social distancing intention (IN) (H1b) is rendering the fact that attitude (AT) mediates the relationship between PS and IN; similarly, the nonsignificant association of FC with IN (H5) renders the fact that AT mediates the relationship between FC and IN.

The results of the study are helpful to policymakers to handle operations management of nudges like social distancing.

The research is one of its kind that explores the behavioral aspects of handling social nudges through FC.