Leader knowledge hiding and employee change-oriented voice: A dual mediation process

Imran Hameed, Ghulam Ali Arain, Juan Luis Nicolau

Research output: Contribution to journalArticlepeer-review

14 Citations (Scopus)

Abstract

Extending the literature on “leader knowledge hiding” to employee work behavior, we present the first empirical investigation of how and when “leader knowledge hiding” impacts “employee change-oriented voice”. We test the mediated effects of “leader-based self-esteem” and “leader-based trust” on the relationship between “leader knowledge hiding” and “employee change-oriented voice” by integrating the theoretical frameworks provided by the theories of self-consistency and social exchange. We also invoke social role theory and propose leader gender as the boundary condition for these mediating effects. Two field studies are conducted using multi-source (leader-employee dyads) data from various tourism and hospitality organizations. This study uncovers the dual mediation process of “leader-based self-esteem” and “leader-based trust” in transferring the negative consequences of “leader knowledge hiding” to “employee change-oriented voice” and presents evidence for the effect of “leader gender” as a boundary condition.

Original languageEnglish
Article number104781
JournalTourism Management
Volume98
DOIs
Publication statusPublished - Oct 2023
Externally publishedYes

Keywords

  • Change-oriented voice
  • Knowledge hiding
  • Leader knowledge hiding
  • Leader-based self-esteem
  • Leader-based trust

ASJC Scopus subject areas

  • Development
  • Transportation
  • Tourism, Leisure and Hospitality Management
  • Strategy and Management

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