To Empower or Not to Empower? Multilevel Effects of Empowering Leadership on Knowledge Hiding |
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| Institution: | 1. College of Tourism, Huaqiao University, 269 Chenghuabei Road, Quanzhou, Fujian Province 362021, China;2. School of Business, Sun Yat-Sen University, 135 Xingang Xi Road, Guangzhou, Guangdong Province 510275, China;3. Office of Administration, Nanyang Technological University, 50 Nanyang Avenue, 639798, Singapore;1. School of Management, Harbin Institute of Technology, Harbin, 150001, China;2. Department of Analytics & Operations, School of Business, National University of Singapore, 119245, Singapore;3. Department of Information Systems and Analytics, School of Computing, National University of Singapore, 119245, Singapore;4. Department of Management and Organization, School of Business, National University of Singapore, 119245, Singapore;1. Department of Economics, Management, Institutions (DEMI) University of Naples “Federico II”, Italy;2. Department of Business Studies RomaTre University, Italy;3. HSE University, Russian Federation;4. Faculty of Communication Sciences University of Teramo, Italy;1. Deakin University, Australia;2. Monash University, Australia;3. Institute for Tourism Studies (IFT), China;1. Department of Law, University of Naples “Parthenope” - via G. Parisi, no. 13, 80132 Naples, Italy;2. Department of Economics, Quantitative Methods and Business Strategies, University of Milan-Bicocca, Piazza dell''Ateneo Nuovo, 1 – 20126 – Milan, Italy;3. CDC Group plc, 123 Victoria St, Westminster, London SW1E 6DE, UK;4. IPAG Business School, 4, Boulevard Carabacel, 06000 Nice, France |
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| Abstract: | It is widely acknowledged that knowledge hiding persists and has detrimental effects in service organizations. With organizations increasingly becoming team based, understanding the interactions between supervisor and team members especially how team- and individual-level empowering leadership behaviors influence followers’ knowledge hiding is important. Using data on 527 followers from 60 departments in 19 Chinese hotels, the study proposes a multilevel model to examine the manifestation of two types of empowering leadership (individual-focused and differentiated empowering leadership) and the dual-level processes on followers’ knowledge hiding. Results show that differentiated empowering leadership is positively related to followers’ knowledge hiding via group relational conflict, whereas individual-focused empowering leadership is negatively related to followers’ knowledge hiding via their psychological safety. In addition, follower’s psychological safety buffers the positive relationship between group relational conflict and followers’ knowledge hiding. We discuss the implications on both theory and practice of empowering leadership on knowledge hiding. |
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| Keywords: | Differentiated empowering leadership individual-focused empowering leadership group relational conflict psychological safety knowledge hiding |
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