Knowledge hiding depresses outcomes at the individual, team, and organizational levels, yet its causes are
not sufficiently studied. This research studied numerous vital antecedents of knowledge hiding that are
previously not examined together. We used social learning theory to explain the mechanism and conditions
that induce knowledge hiding. The three-phased data were collected from 121 sales and marketing employees working in life
insurance companies of Pakistan through an online survey using the measures validated in prior research. The results
supported that self-serving leadership propels knowledge hiding in subordinates by signalling tolerability of such behavior.
The employee Machiavellianism and a competitive work environment strengthened this relationship. The findings add to
the literature on leadership and knowledge hiding behavior by examining how workers perceive knowledge hiding signals
from their leaders, especially when the leader himself demonstrates self-serving conduct. The implications of these findings
for theory and practices are discussed.
1-Zunaira Mahmood PhD Scholar in Management, International Islamic University, Islamabad, Pakistan.2-Kausar Fiaz Khawaja Faculty of Management Sciences, International Islamic University, Islamabad, Pakistan.3-Shahida Mariam PhD Scholar in Management, International Islamic University, Islamabad, Pakistan.
Self-Serving Leadership, Leader-Signaled Knowledge Hiding, Machiavellianism, Competitive Work Environment