TITLE:
The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance
AUTHORS:
Chen Chen
KEYWORDS:
Perceived Leader Knowledge Hiding, Employee Voice Behavior, Leader-Member Exchange, Knowledge Distance, Social Exchange Theory
JOURNAL NAME:
Open Journal of Social Sciences,
Vol.8 No.4,
April
9,
2020
ABSTRACT: Knowledge
hiding behavior is common in the organization, which hinders the cooperation
among employees and affects the transmission and development of new knowledge
and new ideas. Therefore, based on the social exchange theory, this study takes
441 employees as the research object. The research results are as follows: 1)
Perceived leader evasive hiding and perceived leader playing dumb had a
negative effect on employee voice behavior. Perceived leader rationalized hiding
has no significant influence on employee voice behavior. 2) LMX completely
mediated the relationship between perceived leaders’ evasive hiding, playing
dumb and voice behavior. 3) The moderating effect of knowledge distance on the
influence of perceived leader knowledge hiding on LMX is significant. The
greater the knowledge distance, the stronger the negative effect of perceived
leadership knowledge hiding and LMX. This study suggests that managers should
pay more attention to the possible negative impact of leader knowledge hiding
and knowledge distance on employees’ voice behaviors, and to increase knowledge
exchange with employees, to establish reasonable talent configuration in teams
or organizations, as well as create a harmonious interpersonal atmosphere for
employees’ voicing.