An alternative way to predict knowledge hiding: The lens of transformational leadership

The present study explores one of the biggest causes of the lack of organizational knowledge creation: knowledge hiding (KH). KH can be provoked by the deviant and detached behaviours of leaders and/or the motivations of employees. In this context, leaders assume a key role in reducing the effect of KH. Through the lens of transformational leadership (TL), a sample of 758 European SMEs with a total number of 2,232 employees operating in a knowledge-intensive sector is investigated. The scope is to evaluate the correlation between the three main characteristics of transformational leadership (i.e., trust, a collaborative environment, and the involvement of employees) and the phenomenon of KH through a logistic regression analysis. It emerges that TL can influence the organizational context and redefine the behaviours related to KH. In addition, empathic leadership can provide added value for companies since a collaborative environment and common objectives reduce the level of KH.