Workplace benign envy and employee outcomes: the mediating role of a leader’s knowledge-sharing behaviour on innovative work behaviour and workplace well-being among nurses

Purpose This study aims to examine the effect of benign envy in the workplace on innovative work behaviour and well-being among nurses, and to test the mediating role of leaders' knowledge-sharing behaviour in these relationships. Design/methodology/approach A cross-sectional survey was used to collect data from 518 nurses working at a public hospital in Turkey. The mediation model was examined using SPSS, AMOS and PROCESS Macro (Model 4). Findings The results suggest that workplace benign envy is positively and significantly associated with innovative work behaviour and workplace well-being (r = 0.508 and r = 0.382, respectively). Furthermore, it was observed that benign envy significantly influences the leader’s information-sharing behaviour. Mediation analyses revealed that the leader’s knowledge-sharing behaviour plays a significant role in these relationships. It is therefore concluded that the indirect effect of benign envy on innovative work behaviour is significant (β = 0.059), although this effect remains relatively limited. Conversely, the indirect effect on workplace well-being was found to be stronger (β = 0.109), indicating a moderate mediating effect. Originality/value The findings indicate that a leader’s support for knowledge sharing is a crucial variable in determining the impact of envy on employees. Furthermore, it is observed that in a supportive environment, this emotion can transform into a constructive role that enhances employees’ innovative behaviour and workplace well-being.