When leadership goes awry: the nexus between tyrannical leadership and knowledge hiding
Journal of Knowledge Management
ISSN: 1367-3270
Article publication date: 23 January 2024
Issue publication date: 29 April 2024
Abstract
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.
Keywords
Acknowledgements
Corrigendum: It has come to the attention of the publisher that the article “Guo, M., Khassawneh, O., Mohammad, T. and Pei, X. (2024), “When leadership goes awry: the nexus between tyrannical leadership and knowledge hiding”, Journal of Knowledge Management, Vol. ahead-of-print No. ahead-of-print. “https://doi.org/10.1108/JKM-04-2023-0313”, displays Osama Khassawneh’s affiliation incorrectly. This error was introduced during the submission process. The Emirates Academy of Hospitality Management, Dubai, United Arab Emirates has been corrected to Department of Leadership and People Management, University Canada West, Vancouver, Canada. The authors sincerely apologise for this error and for any misunderstanding.
Since submission of this article, the following authors has updated their affiliations: Osama Khassawneh is based at the University Canada West, Vancouver, Canada; Xintian Pei is based at the Department of Xuzhou College of Industrial Technology, College of Business Administration Xuzhou, Peoples R China.
Citation
Guo, M., Khassawneh, O., Mohammad, T. and Pei, X. (2024), "When leadership goes awry: the nexus between tyrannical leadership and knowledge hiding", Journal of Knowledge Management, Vol. 28 No. 4, pp. 1096-1115. https://doi.org/10.1108/JKM-04-2023-0313
Publisher
:Emerald Publishing Limited
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