How Does Self-Sacrificial Leadership Affect Knowledge Sharing and Knowledge Hiding?: Organization's Cultural Prospective

Abstract

Grounded in Social-Exchange Theory, the current study examines the association of self-sacrificial leadership with employees' knowledge sharing and knowledge-hiding behavior. Moreover, the mediatory role of employees' trust and intrinsic motivation was also investigated. The current study focused on self-sacrificial leadership outcomes while exploring underlying mechanisms to achieve those outcomes, specifically in SMEs in Indonesia. Using a longitudinal field survey, data were collected from 457 employees working at different levels in small and medium enterprises in Medan city, Indonesia. The results showed that self-sacrificial leadership was positively and significantly associated with the employees' knowledge-sharing behavior, while self-sacrificial leadership was negatively associated with employees' knowledge-hiding behavior. The results also revealed the interplay of employees' trust and intrinsic motivation between the link of self-sacrificial leadership and employees' knowledge sharing and knowledge hiding behaviors. Thus, it shows an exchange process of converting self-scarifying leaders' efforts into building trust among employees and intrinsically motivating them to share knowledge among peers and demotivate them from hiding knowledge.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 6 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.