Current studentsExisting staffContact us
 

Unraveling the effects of paradoxical leader behaviors on knowledge hiding: a time-lagged study

Simple item page
dc.contributor.authorKukreja, P.
dc.contributor.authorPandey, J.
dc.contributor.authorSingh, R.
dc.contributor.authorIqbal, J.
dc.contributor.authorRamkissoon, H.
dc.contributor.authorPopat, N.
dc.date.issued2025
dc.description.abstractPurpose: The purpose of this study is to examine the influence of paradoxical leader behaviors on employees’ knowledge-hiding tendencies in the hospitality industry, along with the mediating role of psychological safety and the moderating role of transformational leadership in this relationship. Design/methodology/approach: This study uses data from 221 employees employed in the hospitality sector and conducts regression analysis to examine the relationships between paradoxical leader behaviors, psychological safety, transformational leadership and knowledge-hiding behavior. Findings: The findings reveal that paradoxical leader behaviors negatively impact employees’ tendency to hide knowledge, which is mediated by psychological safety. Moreover, this study uncovers that the impact of paradoxical leader behaviors on knowledge-hiding behavior is further amplified in the presence of transformational leadership. Research limitations/implications: This research contributes to the extant literature on paradoxical leader behaviors by providing insights into their implications for inhibiting undesirable employee outcomes. Practical implications: This study highlights the importance of cultivating paradoxical leader behaviors and integrating transformational leadership practices within the hospitality industry into knowledge hiding. This study discusses several managerial implications for hospitality leaders, supervisors and researchers and offers practical guidance for effectively managing knowledge management dynamics within organizations operating in the hospitality sector. Originality/value: This study highlights the importance of cultivating paradoxical leader behaviors and integrating transformational leadership practices within the hospitality industry to inhibit deviant work behaviors.
dc.identifier.citationJournal of Knowledge Management, online, 2025; online(4):1-24
dc.identifier.doi10.1108/JKM-03-2025-0448
dc.identifier.issn1367-3270
dc.identifier.issn1758-7484
dc.identifier.orcidRamkissoon, H. [0000-0002-2603-0473]
dc.identifier.urihttps://hdl.handle.net/11541.2/45504
dc.language.isoen
dc.publisherEmerald Publishing Limited
dc.rightsCopyright 2025 Emerald Publishing Limited Access Condition Notes: Accepted manuscript available on Open Access
dc.source.urihttps://doi.org/10.1108/JKM-03-2025-0448
dc.subjectparadoxical leader behaviors
dc.subjectknowledge hiding
dc.subjectpsychological safety
dc.subjecttransformational leadership
dc.subjecthospitality industry
dc.titleUnraveling the effects of paradoxical leader behaviors on knowledge hiding: a time-lagged study
dc.typeJournal article
pubs.publication-statusPublished
ror.fileinfo12309878370001831 13309898400001831 Open Access Postprint
ror.mmsid9917083048001831

Files

Original bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
9917083048001831_12309878370001831_9917083048001831_AM.pdf
Size:
443.98 KB
Format:
Adobe Portable Document Format
Description:
Published version
Download

Collections