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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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    7. 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.
    8. 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.
    9. 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.
    10. Ken Cheng & Limin Guo & Jinlian Luo, 2023. "The more you exploit, the more expedient I will be: A moral disengagement and Chinese traditionality examination of exploitative leadership and employee expediency," Asia Pacific Journal of Management, Springer, vol. 40(1), pages 151-167, March.
    11. Jiajing Shao & Jacob Cherian & Li Xu & Muhammad Zaheer & Sarminah Samad & Ubaldo Comite & Liana Mester & Daniel Badulescu, 2022. "A CSR Perspective to Drive Employee Creativity in the Hospitality Sector: A Moderated Mediation Mechanism of Inclusive Leadership and Polychronicity," Sustainability, MDPI, vol. 14(10), pages 1-22, May.
    12. Roksana Binte Rezwan & Yoshi Takahashi, 2021. "The Psychology behind Knowledge Hiding in an Organization," Administrative Sciences, MDPI, vol. 11(2), pages 1-38, May.
    13. 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.
    14. 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.
    15. 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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