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Does Self-Serving Leadership Hinder Team Creativity? A Moderated Dual-Path Model

Author

Listed:
  • Jian Peng

    (Guangzhou University)

  • Zhen Wang

    (Central University of Finance and Economics)

  • Xiao Chen

    (Huazhong University of Science and Technology)

Abstract

Self-serving leadership is a form of unethical leadership behavior that has destructive effect on its targets and the overall organization. Adopting a social cognition perspective, this study expands our knowledge of its adverse effect and the way to mitigate the effect. Integrating two sub-theories of social cognition (social information processing and social learning), we propose a theoretical model wherein self-serving leadership hinders team creativity through psychological safety as well as knowledge hiding, with task interdependence acting as a contextual condition. Results from a sample of 107 R&D teams revealed that self-serving leadership not only reduced team psychological safety, but also induced team knowledge hiding, both of which ultimately affected team creativity. The presence of high task interdependence buffered the destructive effect of self-serving leadership on team creativity via team psychological safety as well as the indirect effect via knowledge hiding.

Suggested Citation

  • Jian Peng & Zhen Wang & Xiao Chen, 2019. "Does Self-Serving Leadership Hinder Team Creativity? A Moderated Dual-Path Model," Journal of Business Ethics, Springer, vol. 159(2), pages 419-433, October.
    • Handle: RePEc:kap:jbuset:v:159:y:2019:i:2:d:10.1007_s10551-018-3799-0
    DOI: 10.1007/s10551-018-3799-0
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    References listed on IDEAS

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    Cited by:

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    5. Roksana Binte Rezwan & Yoshi Takahashi, 2021. "The Psychology behind Knowledge Hiding in an Organization," Administrative Sciences, MDPI, vol. 11(2), pages 1-38, May.
    6. Siachou, Evangelia & Trichina, Eleni & Papasolomou, Ioanna & Sakka, Georgia, 2021. "Why do employees hide their knowledge and what are the consequences? A systematic literature review," Journal of Business Research, Elsevier, vol. 135(C), pages 195-213.
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    8. Sumera Arshad & Dr. Muhammad Nazim & Dr. Abdul Rasheed, 2024. "Navigating Knowledge Hiding: The Influence of Supervisee Job Based Psychological Ownership on Job Performance in Manufacturing Settings," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 13(1), pages 617-627.
    9. Zhe Zhang & Juan Wang & Ming Jia, 2022. "Multilevel Examination of How and When Socially Responsible Human Resource Management Improves the Well-Being of Employees," Journal of Business Ethics, Springer, vol. 176(1), pages 55-71, February.
    10. Sahadev, Sunil & Chang, Kirk & Malhotra, Neeru & Kim, Ji-Hee & Ahmed, Tanveer & Kitchen, Philip, 2024. "Psychological empowerment and creative performance: Mediating role of thriving and moderating role of competitive psychological climate," Journal of Business Research, Elsevier, vol. 170(C).
    11. Yongjun Kang & Jian Peng & Qi Nie, 2023. "Peer Reaction to Manager Stewardship Behavior: Crediting or Stigmatizing the Behavior?," Journal of Business Ethics, Springer, vol. 183(2), pages 453-474, March.
    12. Kamran Iqbal & Muhammad Naveed & Qazi Abdul Subhan & Tehreem Fatima & Saeed T. Alshahrani, 2022. "When Self-Sacrificial Leaders Induce Employees’ Citizenship Behaviors? Uncovering the Nexus of Psychological Empowerment and Psychological Well-Being," SAGE Open, , vol. 12(1), pages 21582440221, March.
    13. Feng-Hua Yang & Fang-Jie Shiu, 2023. "Evaluating the Impact of Workplace Friendship on Social Loafing in Long-Term Care Institutions: An Empirical Study," Sustainability, MDPI, vol. 15(10), pages 1-22, May.
    14. Pereira, Vijay & Mohiya, Mohamed, 2021. "Share or hide? Investigating positive and negative employee intentions and organizational support in the context of knowledge sharing and hiding," Journal of Business Research, Elsevier, vol. 129(C), pages 368-381.
    15. Soral, Prakriti & Pati, Surya Prakash & Kakani, Ram Kumar, 2022. "Knowledge hiding as a coping response to the supervisors’ dark triad of personality: A protection motivation theory perspective," Journal of Business Research, Elsevier, vol. 142(C), pages 1077-1091.
    16. Sharfa Hassan & Puneet Kaur & Michael Muchiri & Chidiebere Ogbonnaya & Amandeep Dhir, 2023. "Unethical Leadership: Review, Synthesis and Directions for Future Research," Journal of Business Ethics, Springer, vol. 183(2), pages 511-550, March.
    17. Lixin Chen & Qingxiong Weng, 2023. "Authoritarian-Benevolent Leadership and Employee Behaviors: An Examination of the Role of LMX Ambivalence," Journal of Business Ethics, Springer, vol. 186(2), pages 425-443, August.
    18. Yazhou Qin & Yuhua Xie & Fang Lee Cooke, 2023. "Unethical leadership and employee knowledge-hiding behavior in the Chinese context: a moderated dual-pathway model," Asian Business & Management, Palgrave Macmillan, vol. 22(2), pages 740-764, April.
    19. Milda Damkuviene & Jurate Valuckiene & Sigitas Balciunas & Evandzelina Petukiene, 2023. "Education Professionals’ Cooperative Learning for the Development of Professional Capital," Sustainability, MDPI, vol. 15(14), pages 1-19, July.

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