Linking organisational (in)justice to faculty knowledge concealing behaviour: mediating role of servant leadership behaviours in higher education institutions of India

Abstract

This research attempts to study the relationship between organisational justice and knowledge concealing behaviour of faculty in higher education institutions. The study also included key behaviours of servant leadership to find out whether this particular leadership behaviour could diminish knowledge hiding in these institutions. Hypotheses testing included a data of (n = 304) higher education faculty members from 18 different states in India using purposive sampling. The study uses bootstrapping technique with structural equation modelling to detect the indirect-path mediation effects of servant leadership with organisational (in)justice and knowledge hiding behaviours. Confirmatory factor analysis measurement model showed significant effects of informational and interpersonal (in)justice with knowledge hiding behaviours of faculty. Results also reveal that the instrumented servant leadership behaviours, specifically empowerment, accountability, stewardship and humility mediate between procedural, interpersonal and informational (in)justice and knowledge hiding behaviour of faculty in higher education institutions. The paper concludes with limitations and future research implications.