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This study aims to build a moderated mediation model to investigate the roles that trust in the leader and follower Machiavellianism can play in the relationship between moral disengagement of the leader and hiding of knowledge of the followers.

Data were gathered from eight universities in Turkey using a set of 72 matched leader (dean)–follower (faculty member) questionnaires. The hypotheses were tested with multiple regression, moderated regression and bootstrapping analyses.

The findings reveal that leader moral disengagement positively influences follower knowledge hiding, while trust in the leader mediates this influence and follower Machiavellianism not only moderates the relationship between leader moral disengagement and trust in the leader but also reduces the indirect relationship between leader moral disengagement and follower knowledge hiding through trust in the leader.

Even though measurements of research variables were collected from different sources and with time separation, common method bias might have existed. Also, this research is carried out in a single cultural context posing the issue of the generalizability of our findings to other cultural contexts.

The main contribution of this study is to construct and investigate a conceptual model that focuses on the possible effect of moral disengagement of the leader on knowledge hiding by the followers. Also, by supporting the mediating role of trust in the leader, this research reveals that followers of leaders with high moral disengagement are more prone to indulge in the hiding of knowledge. Moreover, the moderating role of follower Machiavellianism, found in this study, provides an additional understanding that followers may vary in the degree to which they are sensitive to the leader's influence.

This paper aims to investigate the relationship between emotional labor and workplace violence based on the social exchange theory. Drawing on the social exchange theory, this paper aims to investigate the relationship between emotional labor and workplace violence. Specifically, the authors take a relational approach by introducing positive patient treatment as the mediator. The moderating role of organizational support in the relationship between emotional labor and workplace violence is also considered.

The data of this study encompasses 536 nurses from 10 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model.

The findings of this study support the negative effect of emotional labor on workplace violence and the mediating effect of patient-positive treatment. Moreover, when organizational support is low, the relationship between emotional labor and workplace violence is strong. In contrast, the effect is weak when organizational support is high.

The findings of this study suggest that health-care administrators should offer more training to nurses to help them manage their emotions while interacting with their patients. This leads to positive interpersonal relationships, which, in turn, lowers workplace violence. Moreover, health-care administrators should pay more attention to the buffering role of perceived organizational support for those subordinates with low emotional labor and higher workplace violence.

The study provides new insights into emotional labor’s influence on workplace violence and the moderating role of organizational support in the link between emotional labor and workplace violence. The paper also offers practical assistance to nurses in the health-care industry interested in building positive patient treatment and trust with their patients and minimizing workplace violence.

The purpose of this paper is to analyze the relationship between leader psychopathy and organizational deviance. In particular, the authors introduce employee’s psychological safety as the mediator. Furthermore, the moderating role of moral disengagement in the relationship between leader psychopathy and organizational deviance is also considered.

The data of this study include 611 certified nurses from 9 university hospitals in Turkey. The proposed model was tested by using hierarchical multiple regression analysis.

The results of this study supported the positive effect of leader psychopathy on organizational deviance along with the mediating effect of employee’s psychological safety. Furthermore, when the level of moral disengagement is low, the relationship between leader psychopathy and organizational deviance is weak, whereas the effect is strong when the level of moral disengagement is high.

The findings of the study recommend that administrators in the healthcare industry ought to be sensitive in treating their subordinates, since it will result in positive organizational relationship, which, subsequently, will certainly reduce organizational deviance. Furthermore, they have to pay more focus on the buffering role of moral disengagement for all those subordinates with high distrust and displaying organizational deviance.

This paper contributes to the literature about workplace deviance by uncovering the relational mechanism between leader psychopathy and employee organizational deviance. Furthermore, it includes practical assistance to healthcare employees and their leaders interested in building trust, increasing leader–employee relationship and reducing organizational deviance.

Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically, the authors take a relational approach by introducing employee’s organizational identification as the mediator. The moderating role of value congruence in the relationship between despotic leadership and organizational deviance is also considered.

Data were collected from 15 universities in Turkey. The sample included 1,219 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model.

The results of this study supported the positive effect of despotic leadership on employee’s organizational deviance as well as the mediating effect of employee’s organizational identification. Moreover, when the level of value congruence is high, the relationship between organizational identification and organizational deviance is strong, whereas the effect is weak when the level of value congruence is low.

The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce organizational deviance. Moreover, they should pay more attention to the buffering role of value congruence for those subordinates with high distrust and showing organizational deviance.

This study contributes to the literature on workplace deviance by revealing the relational mechanism between despotic leadership and employee organizational deviance. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational deviance.

Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between a leader’s behavioral integrity and employee acquiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of employee political skill, in the relationship between behavioral integrity and employee acquiescent silence, is also considered.

The data of this study encompass 913 front-line nurses from 13 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model.

The results of this study support the negative effect of behavioral integrity on employee’s acquiescent silence, as well as the mediating effect of employee’s relational identification. Moreover, when the level of employee political skill is low, the relationship between behavioral integrity and acquiescent silence is strong, whereas the effect is weak when the level of political skill is high.

The findings of this study suggest that healthcare administrators’ words and deeds should be consistent while interacting with their subordinates, as it leads to positive interpersonal relationship, which, in turn, lowers employee silence. Moreover, healthcare administrators should pay more attention to the buffering role of employee political skill for those subordinates with low relational identification and higher workplace silence.

This study contributes to the literature on workplace silence by revealing the relational mechanism between behavioral integrity and employee silence. This paper also offers a practical assistance to employees in the healthcare industry and their administrators interested in building trust and high-quality manager–employee relationship, as well as lowering workplace silence.

The purpose of this paper is to posit that leader’s integrity decreases employee’s interpersonal deviance by increasing moral efficacy in the workplace. Specifically, the authors propose that perceptions of moral efficacy serve as a mechanism through which leader’s integrity affects workplace deviance. The authors further argue that the modeled relationships are moderated by moral identity.

Data were collected from ten universities in Turkey. The sample included 693 randomly chosen faculty members along with their department chairs.

The results of this study supported the negative effect of leader integrity on employee’s interpersonal deviance as well as the mediating effect of moral efficacy. Moreover, when the level of moral identity is high, the relationship between leader integrity and interpersonal deviance is strong, whereas the relationship is weak when the level of moral identity is low.

This study’s findings indicate that higher education administrators should be cautious in treating their subordinates, as this will lead to a favorable interpersonal relationship, which in turn will reduce the interpersonal deviance of the subordinate. In addition, the buffering role of the moral identity should be paid more attention, particularly to people with low moral efficacy and high interpersonal deviance.

This study contributes to workplace deviance literature by revealing the relation between leader integrity and interpersonal deviance. Furthermore, it offers practical assistance to higher education employees and their leaders concerned with building trust, increasing the relationship between leaders and employees and reducing the interpersonal deviation.

The purpose of this paper is to examine the relationship between value congruence and affective commitment to change as well as to test the moderating roles of psychological contract breach and workplace ostracism on that very relationship.

Data were collected from 13 university hospitals in Turkey. The sample included 1,113 randomly chosen certified nurses and head nurses of their units. The moderating roles of psychological contract breach and workplace ostracism on the value congruence and affective commitment to change relationship were tested using the moderated hierarchical regression analysis.

The moderated hierarchical regression analysis results revealed a significant positive relationship between value congruence and employees’ commitment to change. In addition, this very relation was weaker when both psychological contract breach and workplace ostracism were higher than when they were lower.

This study showed that employee perception of value congruence increased employee’s affective commitment to change. Organizations can enhance employees’ affective commit by recruiting individuals who fit well within their organizations’ characteristics and by encouraging supervisors to develop close, supportive relationships with subordinates. Moreover, recognizing that employees are likely to experience concern and discomfort about a change initiative along with the fact that such psychological states (psychological contract breach or workplace ostracism) can dramatically impact the effectiveness of change efforts can help organizations to better plan change-related strategies geared towards managing properly such potentially harmful reactions.

The study provides new insights into the influence that value congruence may have on affective commitment to change and the moderating roles of psychological contract breach and workplace ostracism in the link between value congruence and change commitment. The paper also offers a practical assistance to employees in healthcare management and their leaders interested in building trust, increasing person-organization fit and change commitment, and lowering workplace ostracism.

The purpose of this paper is to examine the relationship between leader’s behavioral integrity and employees’ organizational identification as well as to test the moderating roles of power distance and organizational politics on that relationship.

Data encompass 969 employees from 19 five-star hotels in Turkey. The relationship between behavioral integrity and organizational identification and the moderating roles of power distance and organizational politics on that relationship were tested using the partial least squares structural equation modeling (PLS-SEM) and moderated hierarchical regression analyses.

The PLS-SEM and moderated hierarchical regression analyses results reveal that there was a significant positive relationship between leader’s behavioral integrity and employees’ organizational identification. In addition, the positive relationship between behavioral integrity and organizational identification was weaker when both power distance and organizational politics were higher compared to that when they were lower.

This study showed that leader’s behavioral integrity enhanced employees’ organizational identification. Leaders need to show the perceived alignment between their words and deeds and strive to form high quality leader–follower exchanges to create a trust-based culture that satisfies the necessary affective and cognitive components required for trust formation. Moreover, the results of this study indicated that perceived organizational politics weakened employees’ identification with their organizations. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to prevent organizational politics, an important source of employee dissatisfaction and distrust.

The study provides new insights into the influence that leader’s behavioral integrity may have on employees’ organizational identification and the moderating roles of power distance and organizational politics in the link between behavioral integrity and employees’ identification with their organizations. This paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in fostering organizational identification and lowering perceived organizational politics.

Drawing on the social exchange theory and the stressor-strain framework, the purpose of this paper is to examine the relationship between leaders’ narcissism and employee’s organizational cynicism. Specifically, the authors take a relational approach by introducing employee’s psychological strain as the mediator. The moderating role of psychological capital in the relationship between leaders’ narcissism and employee’s cynicism is also considered.

The data of this study encompass 1,215 certified nurses from 15 university hospitals in Turkey. Hierarchical multiple regression analysis was conducted to test the proposed model.

The statistical results of this study supported the positive effect of leaders’ narcissism on employee’s cynicism as well as the mediating effect of employee’s psychological strain. Moreover, when the level of psychological capital is high, the relationship between leaders’ narcissism and organizational cynicism is weak, whereas the effect is strong when the level of psychological capital is low.

The findings of this study suggest that managers in the healthcare industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce employee cynicism. Moreover, managers should pay more attention to the buffering role of psychological capital for those employees with high psychological strain and showing organizational cynicism.

As the healthcare sector continues to go through a transformational change, it is important to identify organizational factors that affect employee attitudes. There is limited empirical evidence about the determinants of cynicism, particularly in the healthcare sector environment. This study contributes to the literature on organizational cynicism by revealing the relational mechanism between leaders’ narcissism and employee cynicism. The paper also offers a practical assistance to employees in the healthcare management and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational cynicism.

The purpose of this paper is to examine the relationship between leader narcissism (LN) and subordinate embeddedness as well as to test the moderating roles of moral attentiveness (MA) and behavioral integrity (BI) on that very relationship.

Data were collected from 19 five-star hotels in Turkey. The sample included 1,613 employees along with their first-line managers. The moderating roles of MA and BI on the LN and subordinate embeddedness relationship were tested using the moderated hierarchical regression analysis.

The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between LN and subordinate embeddedness. In addition, this very relation was weaker when both MA and BI were higher than when they were lower.

This study showed that employee perception of LN decreased employee’s job embeddedness (JE). The study findings point out the importance of reinforcing an ethical context as well as the importance of leader selection. Specifically, in order to ensure that narcissistic leaders do not thrive in organizations, it is significant to maintain an ethical context. Whether the context is ethical, unethical, or interpersonally ineffective, behaviors will likely be more salient and evaluated more negatively by coworkers. On the other hand, when narcissistic leaders are inserted in organizations with unethical contexts, the result is a perfect storm that reinforces narcissists’ unethical behaviors and potentially promotes narcissistic leaders. Still, it is likely that narcissists exhibit unethical and ineffective behaviors regardless of the ethical context, meaning that an ethical context does not necessarily prevent narcissistic leaders from behaving ineffectively and unethically. Thus, the implementation of management selection geared toward targeting precursors of unethical behaviors is an equally vital strategy to prevent unethical behaviors on the part of organizational leaders.

The study provides new insights into the influence that LN may have on subordinate JE and the moderating roles of MA and BI in the link between LN and JE. The paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in building trust and increasing leader-subordinate relationship and JE.