Abstract

Mum’s the Word: Leadership’s Role in Workplace Knowledge Hiding
Pouya Nikbakhsh
Knowledge is a critical strategic asset, yet deliberate knowledge hiding poses significant
challenges to collaboration and innovation. This thesis examines how supervisors’ rationalized
knowledge hiding influences employees’ tendencies to hide knowledge, using social learning
theory and perceived supervisor role modeling. Drawing on Leader–Member Exchange (LMX)
theory, it also explores whether high-quality supervisor–subordinate relationships moderate these
effects.
Data collected via Prolific from full-time employees across various industries were
analyzed using regression, mediation, and moderated mediation models. Findings show that
supervisors’ rationalized knowledge hiding strongly influences employees’ similar behaviors, but
not through explicit role modeling. Additionally, LMX quality did not significantly moderate
these relationships.
These results highlight the impact of leadership behaviors on workplace knowledge
dynamics. While supervisors’ direct influence is notable, role modeling and LMX alone do not
fully explain how knowledge-hiding norms spread. Organizations aiming to reduce knowledge
hiding should address supervisory behaviors and foster a culture of transparency and
collaboration.