| Following in the Footsteps: An Empirical Model of LeaderSignaled Knowledge Hiding by Subordinates |
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| Abstract: | 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 p ...Read More - View Fulltext - Download PDF
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| Author/s: |
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. |
| Keywords: | Self-Serving Leadership, Leader-Signaled Knowledge Hiding, Machiavellianism, Competitive Work Environment |
| DOI Number: | 10.31703/gmsr.2021(VI-II).01 |
DOI Link: | http://dx.doi.org/10.31703/gmsr.2021(VI-II).01 |
| Page Nos: | 1-16 |
Volume & Issue: | VI-II |
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