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This study investigates despotic leadership (DL) as an antecedent to bullying behavior with a mediating role of moral emotions at work. Another aim is to study the moderating role of self-concordance to buffer the relationship between DL and arousal of moral emotions.

The authors collected two-source (self-reported and supervisor reported) time-lagged data in the shape of a three-wave survey (i.e. one month time interval for each time) from 242 dyads in the health sector of Pakistan.

The results revealed that moral emotions mediated the relationship between DL and bullying behavior. Furthermore, self-concordance moderates the relationship between DL and moral emotions, such that the relationship will be stronger in the case of low self-concordance.

Managers need to promote a culture that accommodates diversity of opinion at the organization so that everyone is able to express and share their views openly. Organizations should encourage supervisors to participate in leadership development programs aimed at eliminating DL.

This study establishes the role of self-concordance and moral emotions in the relationship between despotic leadership DL and bullying behavior.

Drawing on the role theory, this study examines how responsible leadership invokes whistleblowing intentions in employees by intervening through “trust in leader” and “person-organization fit.”

Using the Hayes (2013) approach, the authors tested the model by collecting a multi-wave data from banking sector employees.

Results of the study show that responsible leadership kindles whistleblowing intentions in banks' employees. Further, the results reveal that both “trust in leader” and “person-organization fit” individually mediate the relationship between responsible leadership and whistleblowing intentions. Moreover, we found that the relationship between responsible leadership and whistleblowing intentions is serially mediated through “trust in leader” and “person-organization fit.”

The current study contributes to whistleblowing intentions and responsible leadership literature by suggesting “trust in leader” and “person-organization fit” as process through which responsible leaders kindle employee's outcomes.

Brand hate as a distinct phenomenon of consumer negativity has attracted considerable research attention in recent years. However, scant attention has been paid to explain the underlying mechanism of brand hate. Therefore, the present study aims to unveil how brand hate stirs in embarrassing situations and what repercussions it ignites that deteriorate the consumer–brand relationship.

The present study follows a mixed-method research design by conducting in-depth interviews with 16 consumers and then collecting three waves of time-lagged data from 217 respondents of two different countries. The reliability and validity have been established through confirmatory factor analysis, and hypotheses were analyzed using structural equation modeling and moderated-mediated models.

The results of both qualitative and quantitative investigations reveal that brand embarrassment instigates brand hate, and brand hate leads to brand detachment. Brand hate also mediates the relationship between brand embarrassment and brand detachment. Consumer vanity enhances the strength of brand embarrassment's effects on brand hate. This relationship further depicts the moderated mediation pattern as consumers with high vanity traits express extreme emotions of hate and detachment from the embarrassing brands. In addition, the findings demonstrate that the moderating role of consumer vanity is more pronounced among young consumers.

The study marks an initial attempt to explain the whole process of brand hate by incorporating brand embarrassment, brand detachment, consumer vanity and age in an integrated moderated mediation model. The study enhances brand managers' understanding of the severity of the consequences of embarrassing situations and devising preventive strategies.

This study aims to utilize the cognitive appraisal theory of stress and coping by conducting a joint investigation of the mediating role of knowledge hiding behaviors in the relationship of exploitative leadership on employee’s work related attitudes (i.e. turnover intentions) and behaviors (e.g. job performance, creativity) and fear of negative evaluation in influencing this mediation.

Using the Preacher and Hayes’ (2004) moderated-mediation approach, the authors tested the model by collecting multi-wave and two-source data from employees and fellow peers (n = 281) working in the service sector of Pakistan.

Results of the study demonstrate that exploitative leadership adversely influences one’s performance and turnover intentions through knowledge hiding behaviors. The fear of negative evaluation moderates the indirect effects of exploitative leadership on employee’s outcomes through knowledge hiding behaviors such that these indirect effects are stronger for individuals possessing low levels of fear of negative evaluation.

The current study contributes to knowledge management and dark leadership literature by suggesting knowledge hiding behaviors as a process through which exploitative leaders unveil their negative effects on employee’s outcomes. This study is also unique in the sense, as it posits that employees might vary because of their dispositional traits (i.e. low fear of negative evaluation) in responding to exploitative leadership with greater knowledge hiding behaviors.

This study, based on the moderated-mediation model, investigates the indirect effect of facades of conformity in the relationship between supervisor ostracism and unethical work behaviour. Furthermore, this study tested the moderating role of perceived organizational obstruction in the aforementioned relationship through facades of conformity.

Employing a multi-wave and two-source data from employees and peers (n = 264) of the services sector in Pakistan, the authors tested the proposed framework using Hayes and Preacher moderated-mediation technique.

The findings reflect that supervisor ostracism encourages unethical behaviour at the workplace. Further, results revealed that facades of conformity mediated this direct relationship. Moreover, the authors found that perceived organizational obstruction moderated the relationship between supervisor ostracism and facades of conformity. Results also confirm that perceived organizational obstruction moderates the mediated relationship.

The paper concludes with a discussion, managerial implications, limitations and directions for future research.

This study added value in the literature of supervisor ostracism, facades of conformity, unethical work behaviour and perceived organizational obstruction.

The purpose of this paper is to develop and test a research model that investigates feedback avoidance behavior (FAB) as a mediator of the impact of leader knowledge hiding (LKH) behavior on creativity and job performance. The model also examines whether leader-follower value congruence (LFVC) moderates the aforementioned mediating linkages.

Data were collected from hotel managerial employees in two waves and their superiors in Pakistan. The hypotheses were gauged via macro PROCESS.

The findings reveal that LKH behavior intensifies employees’ FAB, which, in turn, impedes their creativity and job performance. The findings further demonstrate that the positive impact of LKH behavior on FAB is stronger among employees high on LFVC.

Management should arrange workshops that highlight the critical role of leader’s knowledge sharing with the relevant individuals. This is so important because knowledge hiding behavior heightens FAB and erodes creativity. These workshops can be followed by training programs, which focus on the importance of knowledge exchange and feedback-seeking behavior. Top managers’ and/hotel owners’ participation in these programs can be a force for mutual trust and cultivate LFVC.

The hospitality and tourism literature is devoid of evidence about the underlying process through which LKH behavior influences employee outcomes. The paper enhances current knowledge by proposing FAB as a mediator of the influence of LKH behavior on creativity and job performance. The paper is the first of its kind by assessing whether LFVC moderates the indirect influence of LKH behavior on creativity and job performance via FAB.

Recent evidence suggests that leaders' communication is central to an organization's success. The purpose of the current research is to examine how the leader's motivating language (direction giving, empathetic and meaning-making) translates into positive career outcomes through the mechanism of positive affective tone.

A three-wave time-lagged research design was applied to collect data (N = 320) from employees of the telecom sector of Pakistan.

Employing structural equation modeling (SEM) analysis, the study results indicate that high levels of leader's motivating language (direction giving and meaning-making) result in positive affective tone in employees, which further creates career motivation (career insight, career resilience and career identity) and career satisfaction. In contrast, positive affective tone does not mediate between empathetic language and career motivation (career insight, career resilience and career identity) and career satisfaction relationship.

The present study's findings explicate the unique effects and mechanism through which leaders motivating language becomes influential in reaping its benefits for followers' career outcomes. More research is warranted to examine other attitudinal and behavioral outcomes of leaders motivating language. This study research prepares future researchers to investigate other mediators and moderators in the leaders motivating language–career outcomes relationship. The authors recommend further implications of the study's findings for research and practice in the domain of leadership, affect and careers.

The current study opens up a new perspective in leaders motivating language literature by examining the underlying mechanism of positive affective tone.

Drawing on stakeholder theory, this study examines the relationship between responsible leadership and its macro-, meso- and micro-level outcomes. Further, this study investigates the moderating role of authenticity on the relationship between responsible leadership and its multi-level effects, i.e. relational social capital, corporate social performance and community citizenship behaviour among employees.

The authors conducted four field studies using the quantitative methodology to test the hypotheses. In study 1 (N = 236), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and relational social capital. In study 2 (N = 203), by adopting a multi-wave research design, the authors examine the relationship between responsible leadership, authenticity and corporate social performance. In study 3 (N = 203), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and employees' community citizenship behaviour. In study 4 (N = 257), by adopting a multi-wave and multi-source research design, the authors capture the impact of responsible leadership on outcomes (social capital, corporate social performance and community citizenship behaviour) with a boundary condition of authenticity.

The authors find that responsible leadership enhances relational social capital, improves a firm's social performance and develops community citizenship behaviour among employees. Further, the study finds that authenticity positively moderates the relationship between responsible leadership and its multi-level outcomes.

First, it is a maiden study to investigate the multi-level outcomes of RL in a series of three empirical studies. Second, it contributes to RL literature by testing a unique moderating role of authenticity between RL and its multi-level outcomes of relational social capital, corporate social performance and employees' community citizenship behaviour. This study also provides empirical evidence for the multi-level implications of stakeholder theory.

Utilizing the social cognitive theory, this study aims to suggest that organizations that promote high-performance work practices (HPWPs) are instrumental in fostering an individual's affective commitment to change through the explanatory process of an individual's readiness to change. In addition, high adaptive leadership would also strengthen HPWPs and readiness to change relationships.

This study tested the hypotheses using a temporally segregated research design across three time waves (n = 337).

This study found support for the direct, mediating, moderating and mod-med hypotheses. The results of this study corroborate that a high adaptive leadership and an organization implementing HPWPs set the stage for creating an individual's affective commitment to change via their readiness to change.

The current study integrates the change management, leadership and HRM literature by suggesting a unique mechanism and boundary conditions that advance research and practice in an individual's willingness and acceptance to change. Based on the study's findings, the authors suggest theoretical and practical implications for research and practice.

Using social identity theory, the authors hypothesize that transformational leadership (TL) leads to better person-organization fit (P-O fit), which in turn contributes to the emergence of organizational social capital (i.e. OSC). Furthermore, the authors suggest that the relationship between P-O fit and OSC is contingent upon the level of TL. The paper aims to discuss these issues.

Field study data were used to test the hypotheses. In total, 336 employees from eight different service sector organizations in Pakistan participated in this study. Hierarchical linear modeling was used to analyze the data.

In support of the hypotheses, the authors found that TL was positively related to both P-O fit and OSC. Also, P-O fit mediated the TL-OSC relationship. Finally, TL moderated the relationship between P-O fit and OSC.

Cross-sectional data were collected through self-reports, which raises concerns of reporting bias.

Managers can benefit from the study by focusing on TL as a vehicle for not only achieving change, but also for creating an environment that facilitates better P-O fit and enhanced OSC.

This study provided a rare opportunity to examine the proposed relationships in a developing country. This enhances our insight into the efficacy of theories that have been mainly developed and tested in developed countries.

Previous research hypothesized P-O fit as a mediator between leadership and performance, yet failed to receive support. The current study is unique by demonstrating that TL, as a relational leadership style, contributes to building an important resource (OSC) through the mediating effect of P-O fit.