Leader knowledge hiding and employee change-oriented voice: A dual mediation process

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.