According to social learning theory, we explored the relation between ethical leadership and knowledge hiding. We developed a moderated mediation model of the psychological safety linking ethical leadership and knowledge hiding. Surveying 436 employees in 78 teams, we found that ethical leadership was negatively related to knowledge hiding, and that this relation was mediated by psychological safety. We further found that the effect of ethical leadership on knowledge hiding was contingent on a mastery climate. Finally, theoretical and practical implications were discussed for leadership and knowledge management.
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We would like to thank The National Natural Science Foundation of China (Grant Nos 71772138, 71472137, 71701004).
All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.
Informed consent was obtained from all individual participants included in the study.
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Men, C., Fong, P.S.W., Huo, W. et al. Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate. J Bus Ethics 166, 461–472 (2020). https://doi.org/10.1007/s10551-018-4027-7
- Ethical leadership
- Psychological safety
- Knowledge hiding
- Mastery climate