English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

This study aims to empirically examine the effect of altruistic leadership on knowledge hiding (KH) behaviour and the mediating role of leader–subordinate interaction on this relationship. On the basis of broaden-and-build and social exchange theories, a dual mediation mechanism of leader-triggered positive emotion and leader–member exchange (LMX) underlying the link between altruistic leadership and KH was hypothesised. A survey from 330 fulltime employees working in the information and communication technology industry, higher education institutions, and hotels in Indonesia was administrated to collect data. A structural equation modelling approach was used to test the hypotheses. Results showed that altruistic leadership negatively affects subordinates’ KH behaviour. Leader-triggered positive emotion and LMX mediate the relationship between altruistic leadership and subordinates’ KH behaviour. Findings provide insights to prevent or eliminate knowledge workers’ counterproductive behaviours in the knowledge exchange process.

Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms