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The purpose of this paper is to investigate the importance of change leadership (informing, communicating, involving and supporting) and change management (reasons and competencies for change) for organisational change processes and their outcomes across public and private organisations. The study includes three specific change situations: first, layoffs; second, mergers; and third, closures, relocations and outsourcing, focusing on how change leadership and change management relate to employees’ experience of the change processes and their outcomes across these change situations.

The study is based on panel data forming a representative sample of the Danish working population. A total of 2,120 responses were collected, 1,000 from public organisations and 1,120 from private organisations. Structural equation modelling was used to test the hypotheses.

The study findings show that both change leadership and change management predict positive change experiences and change consequences – and that they do so similarly across public and private sectors. Despite this similarity, the study reveals important sectorial differences, with public sector employees reporting less positive change experiences and consequences.

The paper provides valuable knowledge for researchers and public and private leaders interested in the impact of change leadership and change management on change outcomes.

The purpose of this paper is to investigate whether and how knowledge hoarding, functions as antecedent and consequent of work related negative acts, as a measure of bullying. The authors investigate the relation as mediated by trust and justice.

Data stem from a longitudinal study in which questionnaire responses were collected twice from 1,650 employees in 52 workplaces. Structural equation modelling was used to analyse the two models. Design-based corrections were made to accommodate the multi-level structure of data.

The analyses showed that knowledge hoarding was both an antecedent and a consequent of negative acts. First, over time, knowledge hoarding was indirectly related to negative acts mediated by trust and justice. Second, negative acts were both directly and indirectly related to knowledge hoarding over time. The study thus points to the existence of a vicious circle of negative acts, psychological states of trust and justice, and knowledge hoarding behaviours, which presumably will affect both individual and organizational outcomes negatively.

The use of already collected, self-report data, single-item measures, and the two-year time lag could pose potential limitations to the study.

Preventive and repair actions could potentially impact both negative acts and knowledge hoarding by focusing on increasing the social exchange quality at work unit level.

This paper combines two strands of research, that of bullying at work and that of knowledge management, within which research on knowledge hoarding has been an under-researched area.

The purpose of this paper is to present a model for the development of effective leadership teaching and learning. The model takes central factors into account, which have previously been identified as obstacles to the successful development of leadership qualifications. The paper presents the theoretical background for the model and makes suggestions for its implementation in a teaching and learning programme. The model integrates overall elements related to human biology and transfer of learning into a holistic learning process, which more specifically emphasizes the transformational leadership elements of envisioning, translating, communicating and sustaining credibility during change.

The teaching and learning programme is based on a comprehensive leadership learning model, which integrates different levels of knowledge, learning processes and learning formats.

In the area of leadership development, the paper presents its teaching and learning programme as a way for managers to obtain leadership meta-skills, which can be applied and individually adapted to the changing demands and conditions of modern work life.

The paper provides a valuable step towards increasing leadership performance through efficient teaching and learning.

The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement.

Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling.

Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership.

The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement.

This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

High-performance work system (HPWS) has been verified as a promoter of both organizational and individual outcomes. However, this research takes the conflicting view of HPWS to examine the impact of HPWS perception on knowledge hoarding. In addition, competitive climate is proposed to mediate the relationship while HPWS psychological contract breach is hypothesized to moderate the HPWS-knowledge hoarding linkage.

A quantitative research design is adopted with data collected from 367 MBA and PhD students in Vietnam. Partial least square structural equation modeling is used to test the hypotheses.

The perception of HPWS increase knowledge hoarding with competitive climate acting as a partial mediator. HPWS psychological contract breach intensifies the relationship.

The research provides additional evidences to support the dark-side view of HPWS on employees' outcomes. The adoption and implementation of HPWS should be clearly announced to reduce perceptions of mismatch between expectation and reality.

This study is among the first to investigate the association between HPWS and knowledge hoarding. In addition, the mediating role of competitive climate represents a novelty in HPWS research. Finally, the concept of HPWS psychological contract breach has been introduced to the literature.

The purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers.

This study employs a multiple case study methodology by studying nine UAE based firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken.

Based on the qualitative interviews and comprehensive data analysis, results unveil six strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy, initiating easy performance appraisal, encouraging higher interdependency among managers and introducing open space work stations).

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to United Arab Emirates culture only. Second, the results presented in this study should be tested.

Firms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers.

This study contributes to knowledge hiding literature by revealing strategies, which discourages knowledge hiding behavior in firms.