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An alternative way to predict knowledge hiding: The lens of transformational leadership

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  • Scuotto, Veronica
  • Nespoli, Chiara
  • Tran, Phuong Tra
  • Cappiello, Giuseppe

Abstract

The present study explores one of the biggest causes of the lack of organizational knowledge creation: knowledge hiding (KH). KH can be provoked by the deviant and detached behaviours of leaders and/or the motivations of employees. In this context, leaders assume a key role in reducing the effect of KH. Through the lens of transformational leadership (TL), a sample of 758 European SMEs with a total number of 2,232 employees operating in a knowledge-intensive sector is investigated. The scope is to evaluate the correlation between the three main characteristics of transformational leadership (i.e., trust, a collaborative environment, and the involvement of employees) and the phenomenon of KH through a logistic regression analysis. It emerges that TL can influence the organizational context and redefine the behaviours related to KH. In addition, empathic leadership can provide added value for companies since a collaborative environment and common objectives reduce the level of KH.

Suggested Citation

  • Scuotto, Veronica & Nespoli, Chiara & Tran, Phuong Tra & Cappiello, Giuseppe, 2022. "An alternative way to predict knowledge hiding: The lens of transformational leadership," Journal of Business Research, Elsevier, vol. 140(C), pages 76-84.
    • Handle: RePEc:eee:jbrese:v:140:y:2022:i:c:p:76-84
    DOI: 10.1016/j.jbusres.2021.11.045
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    Cited by:

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    3. Nuru Siraj & István Hágen & Afriyadi Cahyadi & Anita Tangl & Goshu Desalegn, 2022. "Linking Leadership to Employees Performance: The Mediating Role of Human Resource Management," Economies, MDPI, vol. 10(5), pages 1-21, May.

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