Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate

Chenghao Men, Patrick S.W. Fong, Weiwei Huo, Jing Zhong, Ruiqian Jia, Jinlian Luo

Research output: Journal article publicationJournal articleAcademic researchpeer-review

32 Citations (Scopus)


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.

Original languageEnglish
JournalJournal of Business Ethics
Publication statusAccepted/In press - 2018


  • Ethical leadership
  • Knowledge hiding
  • Mastery climate
  • Psychological safety

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting(all)
  • Arts and Humanities (miscellaneous)
  • Economics and Econometrics
  • Law

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