Arooba Chaudhary and Talat Islam
Workplace bullying is a serious problem among nurses, which results in negative workplace behavior. Therefore, this study aims to understand how workplace bullying affects…
Abstract
Purpose
Workplace bullying is a serious problem among nurses, which results in negative workplace behavior. Therefore, this study aims to understand how workplace bullying affects employees’ knowledge hiding behavior. Specifically, this study explored psychological contract breach as an underlying mechanism between workplace bullying and knowledge hiding; and learning goal orientation as a boundary condition between psychological contract breach and knowledge hiding.
Design/methodology/approach
The study collected data from 343 nurses working in the health-care sector of Pakistan on convenience basis using a questionnaire-based survey between December 2021 to March 2022. The data were analyzed through structural equation modeling.
Findings
The results revealed the adverse effect of workplace bullying on knowledge hiding behaviors among nurses, and psychological contract breach was noted to mediate this association. Further, learning goal orientation was noted to buffer the relationship between psychological contract breach and knowledge hiding.
Research limitations/implications
The cross-section design may restrict causality; however, the findings suggest health-care administration take appropriate measures to reduce the adverse effects of workplace bullying. In addition, the administration is suggested to implement training programs to make nurses capable of dealing with workplace stressors (bullying and psychological contract breach).
Originality/value
This research provides a novel perspective to consider psychological contract breach as a mechanism between workplace bullying and knowledge hiding in the health-care sector from the conservation of resources perspective. It further explored learning goal orientation as a buffer to mitigate the effect of psychological contract breach on knowledge hiding.
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Maria Malik, Talat Islam and Yasir Ashraf
Workplace incivility has become a global issue; therefore, this study aims to investigate how spiritual leadership can help employees to overcome uncivil behaviors in the…
Abstract
Purpose
Workplace incivility has become a global issue; therefore, this study aims to investigate how spiritual leadership can help employees to overcome uncivil behaviors in the workplace. Specifically, the authors explored the mediating mechanism between spiritual leadership and workplace incivility through workplace spirituality. The authors further examined how negative personalities (i.e. Machiavellianism, psychopathy and narcissism) moderate workplace spirituality and workplace incivility.
Design/methodology/approach
This study collected data from 369 employees working in the banking sector on a convenience basis. The authors applied structural equation modeling for hypotheses testing.
Findings
The authors noted that spiritual leaders help employees to reduce uncivil workplace behaviors and employees’ perception of workplace spirituality intervenes the same. The authors further identified that the negative association between workplace spirituality and workplace incivility is moderated by the dark triad (Machiavellianism, psychopathy and narcissism) such that individuals high in Machiavellianism, psychopathy and narcissism weaken this negative association.
Research limitations/implications
The cross-sectional design may restrict causality. However, our findings not only contribute to social cognitive theory but also suggest management includes civility intervention as an essential part of organizations’ training and development.
Originality/value
This study not only highlighted the role of spiritual leadership and workplace spirituality toward workplace incivility but also shed light on how negative personalities can ignore workplace spirituality to exhibit uncivil behavior.
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Talat Islam, Farheen Rizvi, Waqas Farooq and Ishfaq Ahmed
The practice of cronyism is a pervasive problem for most businesses and a great hindrance for employees, but empirical literature on its outcomes is scant. In light of such gaps…
Abstract
Purpose
The practice of cronyism is a pervasive problem for most businesses and a great hindrance for employees, but empirical literature on its outcomes is scant. In light of such gaps, the objective of this study is to examine the relationship between organizational cronyism and employees' silence behavior through the mediating role of felt violation and the moderating role of continuance commitment.
Design/methodology/approach
A time-lagged cross-sectional survey comprising 226 respondents is carried out in a metropolitan city of a developing country (Lahore, Pakistan). The respondents were selected using the convenience sampling technique.
Findings
The findings reveal that organizational cronyism influences employees' silence (acquiescent and quiescent) both directly and indirectly (via felt violation). However, continuance commitment was noted to work as a boundary condition only between felt violation and quiescent silence.
Research limitations/implications
Although the study deals with common method bias by collecting data in two waves, it may restrict causality. The findings not only have implications for the academicians, but also contribute to the conservation of resources theory. This study suggests organizations develop and implement a comprehensive intervention strategy that focuses on both prevention and damage control as a result of organizational cronyism.
Originality/value
Drawing upon the conservation of resources theory, this study adds value to the literature by empirically investigating the outcomes of cronyism at work. Moreover, the outcomes and mechanisms under consideration have largely been ignored in the literature.
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Talat Islam, Aiman Asif, Saqib Jamil and Hafiz Fawad Ali
This study aims to investigate how abusive supervisor affects knowledge hiding (KH). Specifically, this study investigates employee silence as a mediating mechanism between…
Abstract
Purpose
This study aims to investigate how abusive supervisor affects knowledge hiding (KH). Specifically, this study investigates employee silence as a mediating mechanism between abusive supervision and employees’ KH. Further, psychological ownership is examined as a buffer between abusive supervision and employee silence.
Design/methodology/approach
KH has become a major issue for both manufacturing and service sectors. Therefore, this study collected data from 322 employees working in manufacturing and service sectors through “Google Forms” during COVID-19. The respondents were contacted through LinkedIn platform between January and July 2021.
Findings
This study noted that when employees working in high-power distance cultures perceive their leaders/supervisors as abusive, they avoid confrontation and engage in silent behavior, which positively affects their KH behavior. However, employees with a high level of psychological ownership are less likely to respond to their abusive supervisors through silence because such employees feel a greater sense of belongingness and prefer to benefit their organization.
Research limitations/implications
This study used a cross-sectional design that restricts causality. However, the findings of this study suggest management to focus on leadership style to minimize KH at the workplace.
Originality/value
To the best of the authors’ knowledge, this study is the first to explore the underlying mechanism (employee silence) and boundary condition (psychological ownership) to explain the association between abusive supervision and KH.
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Talat Islam, Areela Khatoon, Amna Umer Cheema and Yasir Ashraf
Employee work engagement has become a major concern for managers as hardly 21% of employees are engaged in their work. Therefore, this study aims to unveil the association between…
Abstract
Purpose
Employee work engagement has become a major concern for managers as hardly 21% of employees are engaged in their work. Therefore, this study aims to unveil the association between ethical leadership and employee engagement. Specifically, the study explores the mediating role of trust in leader between ethical leadership and employee work engagement and moderating role of harmonious work passion in the association between trust in leader and employee work engagement.
Design/methodology/approach
This study collected data from 491 employees and their immediate supervisors working in various organizations (in Pakistan) through “Google Forms”. The data were analyzed through analysis of moment structure (AMOS) and structural equation modeling (SEM) was applied to examine measurement model (for unidimensionality) and structural model (for hypotheses testing).
Findings
The study noted that ethical leaders positively influence their subordinates to engage in their work. In addition, employees' trust in leader was noted to mediate the association between ethical leadership and employee work engagement. Finally, employees high in harmonious work passion are more likely to engage in their work when perceived their leaders ethical style.
Practical implications
The study suggests to management that fair dealing and involvement in decision-making (ethical leadership) improve employee work engagement as such practices build employees' level of trust in their leaders. In addition, management is suggested to give freedom to employees while selecting their tasks as it positively contributes to their harmonious work passion which ultimately benefits the organization.
Originality/value
Drawing upon social exchange and self-determination theory, this study is the first of its kind that explored the moderating role of harmonious work passion and mediating role of trust in leader between ethical leadership and employee work engagement.
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Areela Khatoon, Saif Ur Rehman, Talat Islam and Yasir Ashraf
Knowledge sharing has become necessary for organizations as it is a source of competitive advantage. Therefore, this study aims to investigate how empowering leadership through…
Abstract
Purpose
Knowledge sharing has become necessary for organizations as it is a source of competitive advantage. Therefore, this study aims to investigate how empowering leadership through psychological empowerment encourages employees’ knowledge-sharing (KS) behavior. This study further explores the moderating role of learning goal orientation (LGO) between psychological empowerment and KS behavior.
Design/methodology/approach
This study collected data from 423 employees working in manufacturing and service organizations in two waves on convenience basis to tackle common method variance. The data were analyzed through structural equation modeling.
Findings
The results revealed that empowering leadership helps employees modify their KS behavior both directly and indirectly in the presence of psychological empowerment. Moreover, individuals high in LGO are more likely to involve in KS behavior when psychologically empowered.
Research limitations/implications
This study used a cross-sectional design and suggests management focus on their working environment to enhance knowledge sharing among employees, which is possible through empowering leaders. The study further suggests management not ignore individual attributes during recruitment.
Originality/value
Drawing upon job characteristics model and social exchange theory, this study explores the mediating role of psychological empowerment between empowering leadership and KS behavior and the moderating role of LGO on the association between psychological empowerment and KS behavior.
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Talat Islam, Ishfaq Ahmed and Omar Hamdan Mohammad Alkharabsheh
Knowledge is an important resource that becomes obsolete if not shared in time. Therefore, this study aims to examine how employees’ perceived fun at work affects their…
Abstract
Purpose
Knowledge is an important resource that becomes obsolete if not shared in time. Therefore, this study aims to examine how employees’ perceived fun at work affects their psychological empowerment to evoke knowledge-sharing behavior. The study further explored the conditional role of inclusive leadership between the same.
Design/methodology/approach
Using the time lag approach, the data for the current study was collected from 355 employees working in IT firms. The study used convenience sampling, and structural equation modeling was used for hypotheses testing.
Findings
The results showed that perceptions of fun have a favorable impact on employees' knowledge sharing behavior and psychological empowerment mediate this relationship. Furthermore, there was no empirical evidence of the conditional role of inclusive leadership between fun and psychological empowerment. However, the results of the alternative model indicated that inclusive leadership moderates the relationship between psychological empowerment and knowledge sharing.
Research limitations/implications
The findings reveal that management should nurture fun at work as it can lead to psychological empowerment and knowledge sharing. The study also reveals that the role of leadership is important for empowerment and knowledge sharing relationships.
Originality/value
Based on the conservation of resources and self-determination perspectives, this study proposes and empirically investigates the mechanism of psychological empowerment and inclusive leadership which has largely been an unattended area of research in knowledge sharing literature.
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Talat Islam, Saleha Sharif, Hafiz Fawad Ali and Saqib Jamil
Nurses' turnover intention has become a major issue in developing countries with high power distance cultures. Therefore, the authors attempt to investigate how turnover intention…
Abstract
Purpose
Nurses' turnover intention has become a major issue in developing countries with high power distance cultures. Therefore, the authors attempt to investigate how turnover intention among nurses' can be reduced through paternalistic leadership (PL). The authors further investigate the mediating role of job satisfaction between the associations of benevolent, moral and authoritarian dimensions of PL with turnover intention. Finally, the authors examined perceived organizational support (POS) as a conditional variable between job satisfaction and turnover intention.
Design/methodology/approach
The authors collected data from 374 nurses working in public and private hospitals of high power distance culture using a questionnaire-based survey on convenience basis.
Findings
Structural equation modeling confirms that benevolent and moral dimensions of PL positively affect nurses' job satisfaction which helps them reduce their turnover intention. While the authoritarian dimension of PL negatively affects job satisfaction to further enhance their turnover intention. In addition, the authors noted POS as a conditional variable to trigger the negative effect of job satisfaction on turnover intention.
Research limitations/implications
The authors used a cross-sectional design to collect responses and ensured the absence of common method variance through Harman's Single factor test.
Originality/value
This study identified the mechanism (job satisfaction and POS) through which benevolent, moral and authoritative dimensions of PL predict turnover intention among nurses working in high power distance culture.
研究目的
護士有離職意向,在擁有高權力距離文化的發展中國家,已成為一個重大的問題。因此,我們擬探討如何可以透過採用家長式領導、把護士離職的意欲減低,繼而研究工作滿足感,在離職意向與家長式領導中仁慈、道德和獨裁這三個層面的關係中所起的中介作用。最後,我們就組織支持感,作為是工作滿足感與離職意向之間的一個條件變數,進行了研究。
研究設計/方法/理念
本研究透過採用在便利的基礎上進行的問卷調查,從374名在高權力距離文化的公營和私營醫院內工作的護士取得數據,進行分析。
研究結果
結構方程模型證實了家長式領導中的仁慈和道德這兩個層面,會對可減低護士離職意欲的工作滿足感,產生積極的影響。家長式領導中的獨裁層面、則會對護士的工作滿足程度產生負面的影響,繼而增強其離職意欲。而且,我們確認了組織支持感是一個會增強工作滿足感與離職意向之間負相聯的條件變數。
研究的局限/啟示
我們以橫斷面的設計法來收集回應,並透過採用哈曼 (Harman) 的單因素檢定法,來確保共同方法變異不會存在。
研究的原創性/價值
本研究確定了一個 (工作滿足感與組織支持感) 機制,透過這機制,家長式領導中的仁慈、道德和獨裁這三個層面可預測於高權力距離文化工作的護士的離職意向。
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Hira Aftab, Talat Islam and Amna Umer Cheema
Knowledge hiding has become a great challenge for organizations. Therefore, this study aims to understand how humble leadership affects knowledge hiding. Specifically, this study…
Abstract
Purpose
Knowledge hiding has become a great challenge for organizations. Therefore, this study aims to understand how humble leadership affects knowledge hiding. Specifically, this study aims to explore the mediating role of self-efficacy between humble leadership and knowledge-hiding and the moderating role of negative workplace gossip between humble leadership and self-efficacy.
Design/methodology/approach
As 63% of Pakistani employees are involved in knowledge-hiding, data were collected from 329 employees working in various organizations on a convenience basis using a questionnaire-based survey. Considering the potential problem of common method bias, the data were collected on two separate occasions. This study applied structural equation modeling for the analysis using AMOS software.
Findings
This study noted that when working with humble leaders, employees are less inclined to conceal their knowledge, and this relationship is mediated by self-efficacy. In addition, this study noted that individuals high in perceived negative gossip exhibit low self-efficacy even in the presence of humble leadership.
Research limitations/implications
Cross-sectional time-lagged data of the study may restrict causality. Nevertheless, the findings contribute to the social learning theory by offering a more intricate comprehension of how knowledge-hiding can be tackled in the workplace. Further, this study suggests that humble leadership can be an effective strategy to overcome negative workplace behaviors.
Originality/value
Extending the existing literature on knowledge-hiding and drawing upon social learning theory, this study highlighted the role of humble leadership. The study not only reveals self-efficacy as a mediating mechanism between humble leadership and knowledge-hiding but also explores how negative gossip serves as a boundary condition to harm self-efficacy in the presence of humble leadership.
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Talat Islam, Itrat Zulfiqar, Hira Aftab, Omar Hamdan Mohammad Alkharabsheh and Muhammad Khalid Shahid
In response to the dynamic demands of the contemporary business landscape, this study critically examines the pivotal role of ethical leadership in shaping employee’s innovative…
Abstract
Purpose
In response to the dynamic demands of the contemporary business landscape, this study critically examines the pivotal role of ethical leadership in shaping employee’s innovative behavior within organizations. Our research delves into the nuanced interplay between ethical leadership, psychological well-being and innovative work behavior. Drawing from the principles of social exchange theory, our study addresses a critical gap in the literature by exploring the mediating role of psychological well-being in the relationship between ethical leadership and employees' innovative work behavior.
Design/methodology/approach
In this quantitative research, data were collected from 384 employees and their direct supervisors in Pakistan’s IT sector using “Google Forms” through a convenience sampling method facilitated by the “LinkedIn” platform. Additionally, the study applied a two-stage structural equation modeling approach, first to assess the uni-dimensionality, and subsequently, to evaluate the proposed hypotheses.
Findings
The research results unveiled a robust and positive impact of ethical leadership on innovative work behavior, operating through both direct and indirect pathways mediated by psychological well-being. Intriguingly, the moderating role of perceived organizational support adds depth to our understanding, revealing nuanced conditions under which ethical leadership influences employees' well-being and, subsequently, their innovative contributions.
Practical implications
Beyond theoretical contributions, our study provides practical insights for managers seeking to leverage employees' innovative work behavior for organizational success. By emphasizing ethical leadership as a catalyst, we advocate for its integration into HRM practices. However, recognizing the contextual nature of organizational support, our findings underscore the importance of adaptable leadership strategies to maximize positive outcomes.
Originality/value
Grounded in the principles of social exchange theory, this research marks a pioneering effort to shed light on the link between ethical leadership and innovative work behavior through the mediation of psychological well-being. Additionally, this study makes a valuable contribution to the current body of knowledge by investigating the contingent influence of perceived organizational support on the relationship between ethical leadership and employees' psychological well-being.