Ethical leadership and Employee Well-Being by Moderating Individual Characteristics and Mediating Knowledge Hiding

Sharei, Zohre; Abolhoseini, Hashem

doi:10.22055/psy.2024.44540.3101

Ethical leadership and Employee Well-Being by Moderating Individual Characteristics and Mediating Knowledge Hiding

Document Type : Research Article

Authors

zohre sharei ¹

Hashem Abolhoseini ²

¹ Assistant Professor, Department of Management, Faculty of Management, Economics Accounting, Payame Noor University, Tehran, Iran.

² 2- M.Sc. Public Management, Organizational Behavior Tendency, Economics and Accounting, Payam Noor University, Tehran, Iran

10.22055/psy.2024.44540.3101

Abstract

Employee well-being is fundamentally linked to a deeper understanding of life's existential challenges, including purpose, meaning, and interpersonal dynamics within organizational contexts. This study investigates the influence of ethical leadership on employee well-being, examines the moderating effects of individual characteristics (self-enhancement motivations and job involvement), and examines the mediating role of knowledge hiding. The aim is to provide insights into how leadership practices can foster a healthier work environment. Methodologically, this applied research adopts a descriptive-survey approach. The target population comprised 100 employees of the Shiraz Municipality in 1401 (Persian calendar, equivalent to 2022–2023 Gregorian). A census method ensured comprehensive coverage. Data were collected using the questionnaire developed by Agarwal et al. (2022), which assesses variables such as ethical leadership, knowledge hiding, and well-being. Analysis employed structural equation modeling (SEM), with SPSS for preliminary statistics and SmartPLS 3 for path testing and effect evaluation. Results showed that all constructs demonstrated adequate validity and reliability, with average variance extracted (AVE) and composite reliability surpassing established thresholds. Model fit was satisfactory, as indicated by indices including RMSEA, GFI, and CFI. Key findings reveal that ethical leadership diminishes knowledge hiding and directly augments well-being. It also exerts a positive indirect effect on well-being via knowledge hiding mediation, as information concealment fosters stress and reduced job satisfaction. However, the moderating effects of self-enhancement motivations (e.g., the pursuit of personal achievement) and job involvement were not substantiated, possibly due to cultural or organizational-specific factors. In practice, organizations should encourage prosocial behaviors such as knowledge sharing while curbing deviant ones. Leaders can bolster ethics through training and incentives. Furthermore, raising employee awareness of knowledge hiding's psychological impacts such as anxiety and lowered self-esteem is vital. These approaches can enhance morale, productivity, and retention in institutions like municipalities. Future studies could expand to diverse sectors or employ longitudinal designs. Future research may extend to other sectors or incorporate longitudinal designs.

Keywords

ethical leadership

employee well-being

individual characteristics

knowledge Hiding

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