Seeing others’ side to serve
Understanding how and when servant leadership impacts employee knowledge-hiding behaviors
Bibliographic Data
| ID | 9891503 |
|---|---|
| Authors | Muhammad Usman (0000-0002-6131-2118, National University of Sciences and Technology, Islamabad, Pakistan,, corresponding author), Moazzam Ali (0000-0001-6949-8976, COMSATS University Islamabad, Pakistan,, corresponding author), Gbemisola T Soetan (0000-0001-8995-262X, Edith Cowan University, corresponding author), Oluremi B Ayoko (0000-0003-0208-0254, The University of Queensland, corresponding author), Aykut Berber (0000-0003-0509-4969, University of the West of England, corresponding author) |
| Year | 2024 |
| Volume | 77 |
| Issue | 1 |
| Pages | 3-28 |
| Publication date | 2024-01-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/00187267221125353 |
| OpenAlex | W4293560611 |
| Language | EN |
| Citations received | 14 |
| References cited | 47 |
Previous studies have overlooked critical differences between different aspects of employees’ knowledge-hiding behaviors. Using Social Information Processing theory as an anchor, we fill this void by investigating the impact of servant leadership on three distinct aspects of employees’ knowledge-hiding behaviors: evasive hiding, playing dumb, and rationalized hiding. Specifically, we propose that servant leadership is negatively related to evasive hiding and playing dumb, and yet, paradoxically, positively related to rationalized hiding. We further propose employee perspective taking as a crucial underlying mechanism and employee justice orientation as a relevant boundary condition of the hypothesized relationships between servant leadership and employees’ knowledge-hiding behaviors. Our time-lagged and two-source data provide support for our hypotheses. The theoretical and practical implications of our findings are discussed
Perspective (graphical · Servant · Servant leadership · Transactional leadership · Artificial Intelligence · Computer Science · Ethics in Business and Education · Experimental Behavioral Economics Studies · Knowledge Management and Sharing · Psychology · Social Psychology
The Impact of Teachers’ Servant Leadership on Students’ Alienation
The effects of leaders’ economic and stakeholder values on subordinates’ discretionary behaviors as antecedents of perceived ethical leadership
The impact of perceived organizational support on employees’ knowledge transfer and innovative behavior
The interaction between servant leadership and authentic leadership
Organizational politics harm employee creativity by suppressing prohibitive voice
From Deception to Rejection
My Oppressive Past- and Present-Day Vulnerability
Where Is the Take in Give and Take? A Review of Empathy Effects on Workplace Outcomes for Both Givers and Receivers
Seeing knowledge hiding through a multi-level lens
Green Tape, Servant Leadership, and Public Employees’ Well-Being
An uncertainty management perspective on the antecedents of leader self‐serving behavior
Conquering precarious work through inclusive leadership
Beyond good ideas
How perceived team virtuality affects individual knowledge hiding in teams
Method Variance and Marker Variables
How perpetrators and targets construe knowledge hiding in organizations
What Goes Around Comes Around
Why and when do people hide knowledge?
Seeing Another Viewpoint
Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis
Marker Variable Choice, Reporting, and Interpretation in the Detection of Common Method Variance
Ethical leadership
Leader–member exchange, organizational identification, and knowledge hiding
Knowledge hiding in organizations
Fueling the intrapreneurial spirit
Servant leadership as a driver of employee service performance
Co-worker reactions to i-deals through the lens of social comparison
Be smart, play dumb? A transactional perspective on day-specific knowledge hiding, interpersonal conflict, and psychological strain
| Unique citing works | 14 |
|---|---|
| Citations per year | 4,67 |
| Citation span | 2023 - 2026 (4) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 14 |