A tree dries from the top: how manager’s knowledge hiding is morally disengaging employees to hide knowledge

Abstract

Purpose The purpose of this study was to explicate how leaders’ knowledge hiding results in employees’ knowledge hiding. In addition, the study was intended to explore under what conditions leaders’ knowledge hiding affects employees’ moral disengagement more deleteriously. Design/methodology/approach Data were collected from 321 employees at three different times which were two months apart from each other. Structural equation modeling was used for data analysis. Findings The study found leaders’ knowledge hiding to be related to employee moral disengagement. In addition, the study found moral disengagement to affect employees’ knowledge-hiding behavior. Moral disengagement was found to mediate the relationship between leaders’ knowledge hiding and employees’ knowledge hiding. Finally, the study found that employees with high moral identity show more perseverance to preserve their moral engagement when led by knowledge-hiding leaders. Originality/value To the best of the authors’ knowledge, the study was first to establish a relationship between a leader’s knowledge hiding and employees’ moral disengagement. The study also established the mediating role of moral disengagement to work as a mediating mechanism linking leaders’ knowledge hiding to employees’ knowledge hiding. Finally, the study found that moral identity moderates the relationship between leaders’ knowledge hiding and employees’ moral disengagement.