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Leader knowledge hiding and employee change-oriented voice: A dual mediation process
Institution:1. Lahore School of Economics, Pakistan;2. Suleman Dawood School of Business, Lahore University of Management Sciences, Pakistan;3. Howard Feiertag Department of Hospitality and Tourism Management, Pamplin College of Business, Virginia Tech, Blacksburg, VA, 24061, USA;1. The Business School, Tourism Research Centre, Edinburgh Napier University, Scotland, Edinburgh, EH14 1DJ, UK;2. The University of Queensland, Brisbane, QLD, 4032, Australia;1. Faculty of Business and Law, School of Strategy, Marketing and Innovation, University of Portsmouth, Portsmouth, PO1 3DE, United Kingdom;2. School of Management and Marketing, Westminster Business School, University of Westminster, London, NW1 5LS, United Kingdom;1. School of Geography and Ocean Science, Nanjing University, Nanjing, Jiangsu, 210023, PR China;2. Department of Parks, Recreation and Tourism Management, North Carolina State University, 27695, Raleigh, NC, USA;3. School of Community Resources and Development, Arizona State University, 85004, Phoenix, AZ, USA;4. Hainan University-Arizona State University Joint International Tourism College, Hainan University, Hainan, PR China;5. Joint College of Ningbo University and Angre University, Ningbo, Zhejiang, 315201, PR China;1. CETT Barcelona School of Tourism, Hospitality and Gastronomy, Universitat de Barcelona, Av. de Can Marcet, 36-38, 08035 Barcelona, Spain;2. Howard Feiertag Department of Hospitality and Tourism Management, Pamplin College of Business, Virginia Tech, Blacksburg, VA 24061, USA;1. School of Business, Central South University, 932 Lushan South Street, Changsha, Hunan, China;2. Department of Hospitality, Tourism & Event Management, San Jóse State University, One Washington Square, San Jose, CA, USA;3. School of Management, Putian University, Putian, Fujian, China;1. Postdoctoral Research Fellow, Griffith Institute for Tourism, Griffith University, 170 Kessels Rd, Nathan, Brisbane, QLD, 4111, Australia;2. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, 11 Yuk Choi Road, Hung Hom, Hong Kong;3. Department of Tourism, Sport & Hotel Management, Griffith Business School, Griffith University, Nathan Campus, 170 Kessels Rd, Nathan, Brisbane, QLD, 4111, Australia;4. Griffith Institute for Tourism, Griffith University – Gold Coast Campus, 58 Parklands Drive, Southport, Queensland, 4222, Australia;5. Department of Marketing, Griffith Business School, Griffith University – Nathan Campus, 170 Kessels Rd, Nathan, Brisbane, QLD, 4111, Australia
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.
Keywords:Leader knowledge hiding  Leader-based trust  Leader-based self-esteem  Change-oriented voice  Knowledge hiding
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