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PurposeAlthough voice endorsement is essential for individuals, teams and organizational performance, leaders who consider followers' voice to be threatening are reluctant to implement followers' ideas. The authors, taking note of this phenomenon, investigate why leaders who feel a threat from followers' voice exhibit voice rejection at the workplace and when this detrimental tendency can be diminished. Thus, based on the self-defense tendency as per self-affirmation theory, the authors argue that those leaders who experience threat triggered by followers' voice, justify voice rejection through the self-defense tactics: message derogation and source derogation. In addition, the authors also propose that a leader's positive (negative) affect experienced before voice exposure may decrease (increase) self-defense and voice rejection.Design/methodology/approachTo test the authors’ moderated mediation model, they conducted two independent vignette studies (N = 269; N = 208). The purpose of the first vignette study was to test the simple mediation (i.e. the direct and indirect effects), whereas the second study aimed to test the moderated mediation model.FindingsIn Study 1, the authors found that the leader's perceived threat to competence provoked by followers' voice was positively related to voice rejection, and the relationship was partially mediated by message derogation and source derogation. In line with this, in Study 2, the authors tested the moderated mediation model and replicated the findings of Study 1. They found that the effects of leader's perceived threat to competence on voice rejection through self-defense tactics are weaker (stronger) at the high (low) values of a leader's positive affect. In contrast, the effects of a leader's perceived threat to competence on voice rejection through self-defense tactics are stronger (weaker) at the high (low) values of a leader's negative affect.Originality/valueThis study suggests that leaders who experience a threat to competence instigated by employee voice are more likely to think that ideas proposed by employees are non-constructive and employees who suggest those ideas are not credible, and these appraisals have a direct influence on voice rejection. However, if leaders are in a good mood vs. bad mood, they will be less likely to think negatively about employees and their ideas even when they experience psychological threats. The findings highlight several avenues for future researchers to extend the literature on employee voice management and leadership coaching by providing theoretical and managerial implications.

With the increased competitiveness and significance of the workforce, the responsibility of organizational leaders has been increased to behave ethically and lead their followers in the best ethical way. This study aims to explore how the perception and trust of followers of their middle-level managers can shape the ethical behavior of middle managers and their bottom-line mentality. This qualitative study was conducted using semi-structured interviews from 10 employees of two Pakistani textile organizations-selecting five employees from each. Thematic analysis was used for data analysis. The findings reported that the bottom-line mentality demands are given priority. Thus, to achieve these demands, ethical values are being ignored while the nature of the task and attitude of the supervisor leads towards the social undermining of the employees. Furthermore, it has been found that leaders' behavior and personality are more important in building trust and perception of employees, and this perception does not entail that leader will be acting ethically in real, but they are perceived to be. This study can provide valuable implications for policymakers, especially HR personnel, to device policies by considering ethical leadership practices. The findings of this research recommend that better performance and profit maximization by employees can be enhanced by reducing the bottom-line mentality of top management. Few scholars have elaborated on ethical leadership, the complexity of the leader-follower relationship, and individual perceptions. Behavioral aspects, bottom-line mentality, and trust from employees' perspective in ethical leadership have received little attention. In addition, this research has taken a step forward by exploring the collectivist country of Pakistan.

PurposeThis study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships.Design/methodology/approachTwo independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379).FindingsThe authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively.Originality/valueThis study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.