The Masked Mentor: Unveiling the Impact of Perceived Leader Knowledge Hiding on Employee Behavior

Abstract

This study addresses the scant research on the relationship between the employees’ perceived leader knowledge hiding (PLKH), mattering (feeling valued in the organization), and creativity. It further aims to examine the moderating role of task-related complexity. Based on the social exchange theory, the current study examines how PLKH impacts employees’ creativity directly and indirectly through employee mattering and how task-related complexity plays a role as a moderator. By carrying out a multisource study, 340 responses from supervisors and their immediate subordinates from R&D departments of the manufacturing sector operating in Pakistan (Faisalabad, Lahore, and Rawalpindi) were considered for data collection from July to December 2023. The current study tested the proposed relationships through a partial least squares structural equation modeling technique. The findings show that PLKH negatively correlates with employees’ mattering and creativity. Meanwhile, employees’ low mattering negatively mediates between PLKH and creativity. Moreover, results revealed that task-related complexity is a significant moderator in this study model. These findings enrich the knowledge management literature regarding the negative impact of leaders’ knowledge hiding on employee mattering and creativity. Additionally, the crucial role of task-related complexity in strengthening the negative effect of PLKH on employee creativity is an essential extension of the literature. Implications for organizations and academicians depending on outcomes are suggested.