Dark triad and knowledge hiding in firms: Mediating role of perceived organizational politics.

Negative behaviors at the workplace always disturb the management of the firms. This research investigates the link between the dark triad and various types of Knowledge hiding (Evasive hiding, Playing dumb, and Rationalized hiding) in firms. In addition, this study explores perceived organizational politics as a mediator. The design of this study is quantitative and positivist. The data were collected in three waves (45 days gap) with a random sampling approach from 383 personnel/staff working in Chinese commercial banking firms. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique and Smartpls-4 software. This study confirms that dark-triad has a positive relation with knowledge hiding, except psychopathy and Machiavellianism, which have no significant correlation with playing dumb and evasive hiding, respectively. Perceived organizational politics significantly mediate the association between dark triad personality traits and the types of knowledge hiding. Employees with political skills and a trust-based culture can counter the dark-triad personalities and discourage the knowledge-hiding culture. For effective management of knowledge-hiding issues in firms, codifying implicit and explicit Knowledge and developing knowledge repositories can discourage a knowledge-hiding culture.

Impostor leader and knowledge hiding: Attachment avoidance as underlying mechanism.

Impostorism and knowledge-hiding behaviors negatively impact employees and organizational performance. This study examines the association between impostor leaders and knowledge hiding (evasive hiding, playing dumb, and rationalized hiding). Attachment avoidance is discussed as a mediator between impostor leaders and knowledge-hiding. For quantitative analyses, this study collected the data from 429 individuals with two time lags by sharing the survey instrument link on different organizations' randomly selected official media pages. After obtaining approval from the administrators of these pages, leaders and subordinates from these organizations were asked to participate in the study. The partial least squares structural equation modeling method is employed with Smartpls-4 software for data analyses. The findings indicate that impostor leaders promote knowledge hiding in subordinates. However, impostor leaders highly promote rationalized hiding behavior in subordinates. Attachment avoidance mediates the relationship between the impostor leader and knowledge-hiding behaviors. However, the highest mediation relationship exists between an impostor leader and playing dumb behavior in subordinates. This study strengthens the generalizability of the social exchange theory. The implications mentioned in this study are beneficial in understanding and dealing with the Impostorism and knowledge-hiding phenomena.

"No Pain No Gain": Presenteeism Evaluation Through Calling with Job Crafting as a Sensemaking Strategy.

Purpose: Researchers have a wide-ranging consensus on the negative side of presenteeism that leads to productivity loss; however, little is known about its flipside that has undertaken motivational factors as potential antecedents. This implicit gap is addressed by exploring a new perspective of presenteeism and proposing employees' calling as its precursor with the help of self-determination theory (SDT). The mediating mechanism is explicated with job crafting by considering it a sensemaking strategy that offers a plausible explanation of the positive association between an employee's calling and presenteeism. This research is an attempt to explore the positive side of presenteeism and generalize the presenteeism findings in another sector apart from the medical field, as this phenomenon is gaining widespread acceptance in HR literature. Methods: The data were collected from 274 employees from the textile sector, and the hypotheses were tested using SmartPLS software. We collected time-lagged data from the textile sector employees of Pakistan. The individual-level data have been collected to test the relationship between calling, job crafting, and presenteeism. Results: The results indicate the positive association between calling and presenteeism through direct and indirect paths. However, the mediating mechanism through two dimensions of job crafting, crafting challenging job demands and crafting social job resources, was not supported. Conclusion: Drawing on SDT, we contribute to the literature by identifying calling as an antecedent of presenteeism. We propose and test the direct and indirect relationships between calling, job crafting, and presenteeism. Future researchers might attempt to test this model in different sectors like multinational companies, educational institutions, healthcare, retail, etc. The proposed relationships also lend themselves to be explicated with other mediators.

Linking Leader's Behavioral Integrity With Workplace Ostracism: A Mediated-Moderated Model.

Drawing on the social exchange theory (SET) and research on leadership influences, we developed and inspected a multilevel model to test the conditions and mechanisms through which a leader's behavioral integrity (LBI) deters workplace ostracism (WO). We used trust as a mediator and the narcissistic personality of a leader as a boundary condition in the connection between a LBI and WO. Data were collected from 249 employees working in different five- and four-star hotels in Pakistan over three time lags. The statistical results revealed that a LBI reduces WO. Additionally, a LBI has an indirect effect on WO through interpersonal trust. We did not find statistical support for the moderating role of the narcissistic personality of a leader in the relationship between a LBI and WO. Implications, along with limitations and future research directions, are also discussed.

Servant leadership and performance of public hospitals: Trust in the leader and psychological empowerment of nurses.

AIMS: This study examines the effect of servant leadership on the performance of the hospital through the mediating effect of trust in the leader. It further analyses the moderating role of psychological empowerment. BACKGROUND: Hospitals in Pakistan experience a severe shortage of nurses. Nurses are overworked and need support to provide quality patient care. Servant leadership, which focuses on the growth and development of followers, is of relevance in such context. METHODS: A sample of 339 registered nurses from four public hospitals in Pakistan provided survey data. Instruments with established psychometric properties and structural equation modelling were used to test the model. RESULTS: Servant leadership has a significant direct effect on trust in the leader and an indirect effect on the performance of the hospital through trust in the leader. A moderated mediation test reveals that the relationship between trust in the leader and the performance of the hospital is stronger when nurses report high psychological empowerment. CONCLUSION: Servant leadership instils trust among nurses and elevates the organisational performance of the hospital. IMPLICATIONS FOR NURSING MANAGEMENT: Hospitals should select and train nurse managers who can embody the principles of servant leadership and provide resources to increase psychological empowerment among nurses.

Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation.

Drawing on Social Exchange Theory and Self-Determination Theory, this study examines the impact of three leadership styles (ethical, transformational, and passive avoidant) on employee knowledge sharing. Further, this study explores the mediating effect of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Using time lag data this study employed a sample of 254 faculty members of public sector universities in Pakistan. Results supported the positive relationship between three styles of leadership and employee knowledge sharing. Moreover, our findings confirmed the mediating role of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Our study is unique, as it simultaneously examines how various styles of leadership predict introjected motivation and employee knowledge sharing. Implications along with limitations and future research directions are discussed.

Does Organizational Cronyism Lead to Lower Employee Performance? Examining the Mediating Role of Employee Engagement and Moderating Role of Islamic Work Ethics.

In this research, using a time-lagged approach, we investigated the relationship between organizational cronyism and employee performance. Drawing on the conservation of resources theory, we tested the mediating role of employee engagement in the relationship between organizational cronyism and employee performance. We also examined how Islamic work ethics moderated the relationship between organizational cronyism and work engagement. The study, with a total of 267 participants, was conducted in the healthcare sector of Pakistan. The results revealed that organizational cronyism was negatively related to employee performance. The analyses confirmed the mediating role of work engagement in the relationship between organizational cronyism and employee performance. Similarly, Islamic work ethics moderated the relationship between organizational cronyism and work engagement. Implications for future research as well as managerial implications of our findings along with the limitations and future research directions are also discussed.

Organizational Cronyism as an Antecedent of Ingratiation: Mediating Role of Relational Psychological Contract.

The present study investigates the relatively less explored construct organizational cronyism as an antecedent of employees' ingratiation. Moreover, the role of the relational psychological contract as a mediator between organizational cronyism and ingratiation is also examined. The data were collected from employees working in different ministerial offices, such as the ministry of defense production, human rights, parliamentary affairs, petroleum, and natural resources, in Islamabad, Pakistan. Through a convenience sampling approach, 250 employees provided data for this study. Due to sensitivity and less approachability to these organizations, the convenience sampling technique was used. The data were collected in two waves with 12-week intervals. The results confirm that organizational cronyism is significantly related to the relational psychological contract, which in turn results in employees' ingratiation. The employees who have close ties with their leaders and enjoy extraordinary favors from their leaders, display more compliance behavior as compared to those employees who have distance from their leaders.