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The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance

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Document pages: 27 pages

Abstract: Knowledgehiding behavior is common in the organization, which hinders the cooperationamong employees and affects the transmission and development of new knowledgeand new ideas. Therefore, based on the social exchange theory, this study takes441 employees as the research object. The research results are as follows: 1)Perceived leader evasive hiding and perceived leader playing dumb had anegative effect on employee voice behavior. Perceived leader rationalized hidinghas no significant influence on employee voice behavior. 2) LMX completelymediated the relationship between perceived leaders’ evasive hiding, playingdumb and voice behavior. 3) The moderating effect of knowledge distance on theinfluence of perceived leader knowledge hiding on LMX is significant. Thegreater the knowledge distance, the stronger the negative effect of perceivedleadership knowledge hiding and LMX. This study suggests that managers shouldpay more attention to the possible negative impact of leader knowledge hidingand knowledge distance on employees’ voice behaviors, and to increase knowledgeexchange with employees, to establish reasonable talent configuration in teamsor organizations, as well as create a harmonious interpersonal atmosphere foremployees’ voicing.

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