分享还是沉默?参与型领导对员工知识隐藏的非线性影响研究

Sharing or Silence?Exploring the Nonlinear Impact of Participatory Leadership on Employee Knowledge Hiding

在工作组织中,面对领导、同事的知识请求,员工故意隐藏知识的现象十分常见,而知识隐藏行为并不利于组织发展。虽然参与型领导能够鼓励员工建言和参与管理,但同时该领导风格赋予员工相应的角色期望与角色压力。参与型领导能否有效抑制员工的知识隐藏行为,以及存在何种边界机制有待揭示。基于角色理论和激活理论,以327份员工有效问卷作为样本,运用Mplus3.0和Tableau进行数据分析。研究结果表明,参与型领导显著降低员工的知识隐藏行为,但当参与型领导风格过于凸显时,员工感知的角色压力持续上升,员工知识隐藏行为被重新激活;组织支持感在参与型领导与员工角色压力、知识隐藏之间起负向调节作用。研究结果揭示了参与型领导对员工知识隐藏的非线性影响机制,以期在组织管理中提供参考。

Intentional concealment or hiding of knowledge requests from workmates is a widespread practice that is detrimental to the healthy development of the organization.While participatory leadership can encourage employees to offer suggestions and participate in management,it also places corresponding role expectations and pressures on them.The effectiveness of participatory leadership in suppressing employee knowledge hiding behavior,as well as the existence of any boundary mechanisms,remain unclear and require further exploration.To address these questions,we conducted a study using 327 valid employee questionnaires as samples for data analysis,employing Mplus 3.0 and Tableau.Our findings indicate that participatory leadership significantly reduces employee knowledge hiding behavior.However,when the participatory leadership style is too prominent,the perceived role pressure of employees increases,leading to a reactivation of knowledge hiding behavior.Furthermore,organizational support plays a negative moderating role between participatory leadership and employee role pressure and knowledge hiding behavior.The results reveal the nonlinear influence mechanism of participatory leadership on employees’knowledge hiding behavior,in order to play a practical role in organizational management.