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When leadership goes awry: the nexus between tyrannical leadership and knowledge hiding

Journal of Knowledge Management, ISSN: 1758-7484, Vol: 28, Issue: 4, Page: 1096-1115
2024
  • 7
    Citations
  • 0
    Usage
  • 46
    Captures
  • 1
    Mentions
  • 0
    Social Media
Metric Options:   Counts1 Year3 Year

Metrics Details

  • Citations
    7
  • Captures
    46
  • Mentions
    1
    • News Mentions
      1
      • 1

Most Recent News

Study Data from Jeonju University Update Knowledge of Psychology and Psychiatry (When Leadership Goes Awry: the Nexus Between Tyrannical Leadership and Knowledge Hiding)

2024 FEB 15 (NewsRx) -- By a News Reporter-Staff News Editor at Fitness & Wellness Daily -- Investigators publish new report on Psychology and Psychiatry.

Article Description

Purpose: Grounded on the conservation of resources (COR) theory, this study examines the relationship between tyrannical leadership and knowledge hiding. Additionally, this study aims to investigate the mediating role of psychological distress and the moderating role of psychological safety. Design/methodology/approach: Data was gathered from 435 employees in the corporate sector in China. The study used the partial least squares structural equation modelling approach to assess the proposed connections and analysed the data collected with the help of SmartPLS 4 software. Findings: In the study, it was found that there is a positive relationship between tyrannical leadership and knowledge hiding, and this association is mediated by psychological distress. Additionally, the results asserted that the positive effect of tyrannical leadership on knowledge hiding through psychological distress is less pronounced when there is a greater degree of psychological safety. Practical implications: Leaders should avoid being tyrannical and adopt a supportive leadership style. They should be aware of the effects of their behaviour on employee well-being, provide resources to help employees cope with distress and foster a culture of psychological safety. This approach promotes knowledge sharing, innovation and employee well-being within the organisation. Originality/value: This study contributes to the existing literature by investigating a new factor that influences knowledge hiding: tyrannical leadership. Furthermore, it explains that employees who experience tyrannical leadership are more prone to psychological distress, such as anxiety and fear, and are likelier to engage in knowledge-hiding behaviours. Finally, the study identifies psychological safety as a factor that can mitigate the negative effects of tyrannical leadership on knowledge hiding.

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