MEDIATING ROLE OF DISTRUST IN RELATIONSHIP BETWEEN HYPOCRITICAL LEADERSHIP AND NURSES’ KNOWLEDGE HIDING BEHAVIOR IN HEALTHCARE HOSPITALS OF PUNJAB, PAKISTAN

Abstract

Purpose: Extant literature examined the positive side of leadership and the so-called promising individual and organizational benefits associated with this type of leadership. However, the dark side of leadership and its individual and Organizational outcomes lacked the attention of the researchers. Based on the assumptions of behavioral integrity theory, the current study examined the mediating effect of distrust in leader's hypocrisy and an employee's knowledge hiding behavior relationship.

Methodology: By employing a cross-sectional design, a total of 324 nurses serving three private sector hospitals operating in Southern Punjab in Pakistan completed self-administered questionnaires.

Findings: A positive and significant relationship was found between leader's hypocrisy and employees' behavior to hide knowledge (r=.301**), leaders' hypocrisy and distrust (r=.239**), as well as distrust and employees' knowledge hiding behavior (r=.639**). Further, based on results of bootstrapping approach, mediation of distrust was proved in leaders' hypocrisy and employees’ tendency to hide knowledge  at confidence interval of 95%, excluding zero (CI.95 =0.0560, 0.1693).

Originality: The role of other dysfunctional leaderships such as hypocritical leadership in promoting knowledge hiding is neglected in business and management literature. This study bridges this gap by examining the mediating role of distrust in relationship of hypocritical leadership and knowledge hiding. Further, based on the assumptions of behavioral integrity theory, this study has answered the questions why and how employees hide knowledge in the organizations.