How ethical leadership influences knowledge hiding? A sequential mediation model

Abstract

Knowledge hiding is considered a behavior that violates moral principles and can impede organizational competitive advantage. Previous studies have examined the factors influencing knowledge hiding from various perspectives. However, there is a limited understanding of how the assumed moral aspect of ethical leadership influences knowledge hiding. Drawing on theories of social learning, a theoretical model has been developed to establish a connection between ethical leadership and knowledge hiding. This model focuses on the chain mediating role of moral identity and cynicism and the moderating role of inclusive climate. To examine hypotheses, we collected survey data in three waves from a sample of 243 employees working in Chinese firms. The results demonstrated ethical leadership significantly suppresses knowledge hiding, and this relationship is explained by moral identity and cynicism. Furthermore, the relationship between ethical leadership/cynicism and knowledge hiding is weakened in a highly inclusive climate. The research finally discusses theoretical and practical implications, providing scholars with a future agenda.

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