Open AccessFoundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees
Author(s) -
LaJuan Perronoski Fuller
Publication year - 2021
Publication title -
international journal of social science studies
Language(s) - English
Resource type - Journals
eISSN - 2324-8041
pISSN - 2324-8033
DOI - 10.11114/ijsss.v9i5.5286
Subject(s) - psychology , sample (material) , competitor analysis , self knowledge , social psychology , cross cultural leadership , ethical leadership , knowledge management , public relations , business , leadership studies , marketing , political science , leadership style , computer science , chemistry , chromatography , neuroleadership
Knowledge hiding is a destructive behavior that degrades organizational success. Knowledge hiding is the intentional withholding of information from another employee. It has been reported that 76% of U.S. employees hide knowledge from each other. The displaced aggression theory suggests that employees are more likely to hide knowledge from others in the presence of mistreatment by a leader. Therefore, there was a need to investigate new ethical theories that have been shown to influence organizational commitment and potentially decrease knowledge-hiding practices among employees. This research used foundational leadership theory (FLT) developed by Fuller in 2021 to examine the overall influence on knowledge hiding. The sample consisted of 306 full-time employees across various industries throughout the United States. The results indicated that FLT had a significant negative relationship (-0.64); regression analysis indicated that, as FLT increased, knowledge hiding decreased by 0.57. Therefore, leadership training programs that teach ethical leaders based on integrity, assurance, and pragmatism will likely reduce knowledge hiding tactics among employees and create a strategic advantage among competitors.