A Good Leader Reduces Followers’ Knowledge Hiding: a Review of Influence and Explaining Mechanisms

DOI

10.2991/978-2-38476-400-6_85How to use a DOI?

Keywords

employee knowledge hiding; ethical leadership; differential leadership; psychological safety

Abstract

This paper examines the influence mechanisms of different leadership styles on employees’ knowledge-hiding behavior. A search of CNKI and subsequent screening yielded 21 articles for inclusion. The research revealed that participative, servant, transformational, ethical, and humble leadership can reduce knowledge hiding, while self-serving, exploitative, and differential leadership increase knowledge hiding. The influence of leadership styles on knowledge hiding is mediated by psychological safety, moral norms, and employee emotional exhaustion. Personal characteristics and organizational culture moderate the relationship between leadership styles and knowledge-hiding behavior. Future research should prioritize cross-cultural comparisons and incorporate more moderating variables.

Copyright

© 2025 The Author(s)

Open Access

Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

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TY  - CONF
AU  - Yuxin Wang
PY  - 2025
DA  - 2025/05/15
TI  - A Good Leader Reduces Followers’ Knowledge Hiding: a Review of Influence and Explaining Mechanisms
BT  - Proceedings of the 2nd International Conference on Educational Development and Social Sciences (EDSS 2025)
PB  - Atlantis Press
SP  - 730
EP  - 737
SN  - 2352-5398
UR  - https://doi.org/10.2991/978-2-38476-400-6_85
DO  - 10.2991/978-2-38476-400-6_85
ID  - Wang2025
ER  -