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

Journal of Business Ethics:1-15 (forthcoming)

Authors
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, 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.
Keywords No keywords specified (fix it)
Categories (categorize this paper)
DOI 10.1007/s10551-018-3799-0
Options
Edit this record
Mark as duplicate
Export citation
Find it on Scholar
Request removal from index
Revision history

Download options

Our Archive


Upload a copy of this paper     Check publisher's policy     Papers currently archived: 42,142
External links

Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
Through your library

References found in this work BETA

Add more references

Citations of this work BETA

Add more citations

Similar books and articles

Analytics

Added to PP index
2018-02-01

Total views
14 ( #564,099 of 2,253,608 )

Recent downloads (6 months)
2 ( #795,920 of 2,253,608 )

How can I increase my downloads?

Downloads

My notes

Sign in to use this feature