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Nowadays, employees are more concerned about their career and the same has become challenging for the organizations. Therefore, this study aims to highlight the importance of fun at work towards employees' career satisfaction through organizational inclusion. Further, it sheds light on how inclusive leadership moderates the association between fun at work and organizational inclusion.

This study used a questionnaire-based survey to collect data from 321 employees working in the information technology (IT) sector between January to March 2023. Specifically, the study used a cross-sectional time-lag design to collect data using convenience sampling.

Structural equation modeling analysis revealed that employees' perceptions of fun at work positively influence their career satisfaction. In addition, organizational inclusion mediated this association, whereas inclusive leadership strengthened the association between fun at work and organizational inclusion.

The foremost limitation is the cross-sectional time lag design which restricts causality. However, the findings offer some implications for the management by focusing on the working environment (e.g. social gatherings, parties and celebrations), and leadership (that values employees) can create feelings of inclusion among employees which makes them feel energized and enthusiastic about their organization and career.

Building on evolutionary emancipatory and social exchange theory, this study highlights the importance of organizational inclusion and inclusive leadership between employees' perceptions of fun at work and career satisfaction.

Healthcare workers are considered to be the most vulnerable to face mental health. Therefore, this paper aims to examine how negative leadership (despotic leadership) affects employees' psychological distress. Specifically, the authors investigated bullying behavior as mediating mechanism and hostile attribution bias as boundary condition that trigger psychological distress.

The authors collected data from 252 nurses and their immediate supervisors (as a coping strategy for common method bias) through “Google Forms” from various public and private hospitals.

The authors applied structural equation modeling and noted that despotic leadership positively affects employees' psychological distress through bullying behavior. In addition, hostile attribution bias is identified as an important factor in amplifying the effect of bullying behavior on psychological distress.

The authors collected data from high-power distance culture where negative leadership is more prevalent as compared to low-power distance culture. Their findings suggest management to discourage self-centered leaders (despotic) and employees with negative personality traits (hostile attribution bias) as these affect their mental health.

Drawing upon conservation of resources theory, this study is the first of its kind that has investigated how and when despotic leadership affects employees' psychological distress. In addition, the authors also highlighted the importance of negative personality traits (hostile attribution bias) that can amplify the association between bullying behavior and psychological distress.

Employee work engagement has become a major concern for managers as hardly 21% of employees are engaged in their work. Therefore, this study aims to unveil the association between ethical leadership and employee engagement. Specifically, the study explores the mediating role of trust in leader between ethical leadership and employee work engagement and moderating role of harmonious work passion in the association between trust in leader and employee work engagement.

This study collected data from 491 employees and their immediate supervisors working in various organizations (in Pakistan) through “Google Forms”. The data were analyzed through analysis of moment structure (AMOS) and structural equation modeling (SEM) was applied to examine measurement model (for unidimensionality) and structural model (for hypotheses testing).

The study noted that ethical leaders positively influence their subordinates to engage in their work. In addition, employees' trust in leader was noted to mediate the association between ethical leadership and employee work engagement. Finally, employees high in harmonious work passion are more likely to engage in their work when perceived their leaders ethical style.

The study suggests to management that fair dealing and involvement in decision-making (ethical leadership) improve employee work engagement as such practices build employees' level of trust in their leaders. In addition, management is suggested to give freedom to employees while selecting their tasks as it positively contributes to their harmonious work passion which ultimately benefits the organization.

Drawing upon social exchange and self-determination theory, this study is the first of its kind that explored the moderating role of harmonious work passion and mediating role of trust in leader between ethical leadership and employee work engagement.

This study aims to examine the effect of knowledge hiding (KH) on organizational citizenship behavior toward individuals (OCBI) through the mediation of self-conscious emotions (SCE), namely, shame and guilt. This paper further considers the supervisor’s Islamic work ethics (IWE) as a conditional variable.

In this quantity-based research, this paper collected data from 473 employees working in various service and manufacturing organizations through Google form at two-lags.

The study applied structural equation modeling and identified that employees experience SCE due to KH. More specifically, rationalized hiding was found to have a negative effect, whereas playing dumb and evasive hiding was found to have a positive effect on shame and guilt. The results also revealed SCE (shame and guilt) as mediators between KH and OCBI. Further, the supervisor’s IWE was found to be a conditional variable to strengthen the association between KH and SCE.

The study collected data from a single source. However, the issue of common method variance was tackled through time-lags.

The study suggests that supervisors must communicate with employees about the negative outcomes of KH. They must create such an environment that discourages the engagement of employees in KH and encourages the employees to engage themselves in helping behaviors to maintain a productive and creative work environment.

This study adds to the limited literature on the emotional consequences of KH from knowledge hiders’ perspective and unfolds the behavior-emotion-behavior sequence through the emotional pathway. More specifically, this study examined the negative emotional effect of hiding the knowledge that leads to compensatory strategy (organizational citizenship behavior) through SCE (shame and guilt). Finally, zooming into SCE, this study elucidates the supervisor’s IWE as a conditional variable.

This study investigates how compulsory citizenship behavior (CCB) restricts police employees from fulfilling their family responsibilities [i.e. work–family conflict (WFC)] and affects their psychological health. The authors also examined putting family first (PFF) as a conditional variable on the association between CCB and WFC.

This quantitative study collected data from 341 police employees on convenience basis. Further, the authors tackled the issue of common method bias (CMB) by collecting data in two waves.

The data were analyzed through structural equation modeling (SEM), and the result revealed that WFC mediates the association between CCB and police employees' psychological health. In addition, the authors noted that individuals high in PFF were less likely to experience WFC in the presence of CCB.

This study contributes to the scant literature on police employees' psychological health. Specifically, this study is the first to investigate the mediating role of WFC between CCB and psychological health with the boundary condition of PFF.

This study aims to investigate how despotic leadership affects employee well-being through bullying behavior. The study further investigates emotional intelligence as a conditional variable on the association between bullying behavior and employee well-being.

The data from 257 nurses and their immediate supervisors (dyads) were collected on convenience basis using a cross-sectional design. Further, structural equation modeling was used to analyze the data.

The study noted that despotic leadership negatively affects employee well-being. Specifically, despotic leaders were noted to trigger employees’ bullying behavior that ultimately diminish their well-being. The study noted emotional intelligence as a conditional variable such that individuals with high emotional intelligence are more likely to buffer the negative association between bullying behavior and employee well-being.

This study highlights the importance of employee well-being and suggests the management focus on their leadership style. Further, the study suggests to Human Resource practitioners the importance of personality traits (emotional intelligence) at the time of recruitment, as it serves as a coping strategy to diminish employee well-being.

Drawing upon the conservation of resources, this study shed light on the mediating role of bullying behavior between negative leadership (despotic) and well-being. In addition, emotional intelligence has not been examined as a conditional variable between bullying behavior and employee well-being.

The purpose of this study is to investigate the impact of strategic entrepreneurship on explorative and exploitative innovation in the presence of strategic learning capabilities. This study has also explored the moderating role of structural organicity between strategic entrepreneurship and strategic learning capabilities.

A total of 298 employees working in software houses of Pakistan participated in the study. The study used a questionnaire-based survey through “google forms” on convenience basis, and structural equation modeling was used to test the hypotheses.

The results supported the positive association of strategic entrepreneurship with explorative and exploitative dimensions of innovation. Further, strategic learning capabilities was noted to mediate the association between strategic entrepreneurship and explorative innovation; however, it did not mediate the association between strategic entrepreneurship and exploitative innovation. Finally, the study examined the moderating role of structural organicity and noted a higher positive impact of strategic entrepreneurship on learning capabilities in the case of high structural organicity.

The study collected data from a developing country during COVID-19, which may affect generalizability. The study suggests management to work on employees’ learning capabilities to cultivate the benefits of explorative innovation.

This study explores the mediating role of strategic learning capabilities between strategic entrepreneurship and innovation ambidexterity. In addition, it explores the conditional effect of structural organicity to trigger strategic learning capabilities.

Knowledge sharing has become necessary for organizations as it is a source of competitive advantage. Therefore, this study aims to investigate how empowering leadership through psychological empowerment encourages employees’ knowledge-sharing (KS) behavior. This study further explores the moderating role of learning goal orientation (LGO) between psychological empowerment and KS behavior.

This study collected data from 423 employees working in manufacturing and service organizations in two waves on convenience basis to tackle common method variance. The data were analyzed through structural equation modeling.

The results revealed that empowering leadership helps employees modify their KS behavior both directly and indirectly in the presence of psychological empowerment. Moreover, individuals high in LGO are more likely to involve in KS behavior when psychologically empowered.

This study used a cross-sectional design and suggests management focus on their working environment to enhance knowledge sharing among employees, which is possible through empowering leaders. The study further suggests management not ignore individual attributes during recruitment.

Drawing upon job characteristics model and social exchange theory, this study explores the mediating role of psychological empowerment between empowering leadership and KS behavior and the moderating role of LGO on the association between psychological empowerment and KS behavior.

Adapting a positive business ethics framework, the purpose of this paper is to offer a new perspective to manage bullying at work. Specifically, this paper reports an empirical study which examines how the good work of servant leadership may lower employees’ exposure to workplace bullying, with compassion as a mediator and social cynicism beliefs (SCBs) as a moderator.

Survey data were gathered from 337 essential health professionals working in various public and private health-care organisations in Pakistan. Structural equation modelling was used to test the research model.

This study found that perceived servant leadership helps in lessening employee exposure to workplace bullying by strengthening their compassion. However, SCBs moderate the mediating role of compassion in employees’ perceptions of the servant leadership–bullying relationship.

This study has implications in developing models of leadership to build employees’ empathetic resources to combat workplace bullying. The authors found that servant leadership and workplace compassion, embodying positive, ethical and sustainable attributes, play a crucial role in managing bullying at work by promoting relational dignity.

To the best of the authors’ knowledge, this is the first study that examines the relationships between employee perceptions of servant leadership, workplace bullying and employee compassion while considering SCBs as a boundary condition.

Workplace bullying has become a major challenge across the globe as it is associated with negative outcomes. Therefore, this study was designed to assess the impact of workplace bullying on knowledge hiding through emotional exhaustion. The study further investigated the moderating role of workplace friendship to reduce the detrimental effect of workplace bullying on knowledge hiding.

The study collected data from 358 nurses working in three large cities (Karachi, Islamabad and Lahore) of Pakistan in two lags to tackle the issue of common method bias.

The study applied structural equation modeling with maximum likelihood method using AMOS to test the hypotheses. The study noted that workplace bullying elevates emotional exhaustion and knowledge hiding among nurses; whereas, workplace friendship was noted as an essential factor to control adverse effects of workplace bullying on knowledge hiding.

The study used a cross-section design that restricts causality. However, the findings of this study add to the conservation of resources theory by providing insights into the role of workplace friendship in reducing the relationship between workplace stressors (bullying) and negative behaviors (knowledge hiding). The study also suggests healthcare administration foster workplace friendship to cope with the negative outcomes of workplace bullying.

Drawing upon conservation of resources, this study explored the moderating role of workplace friendship between workplace bullying and knowledge hiding.