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 language | English |
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Article number | 104781 |
Journal | Tourism Management |
Volume | 98 |
DOIs | |
Publication status | Published - Oct 2023 |
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