Seeing others’ side to serve: Understanding how and when servant leadership impacts employee knowledge-hiding behaviors
基于社会信息加工理论，研究了服务型领导对员工三种知识隐藏行为（逃避性隐藏、装傻和合理化隐藏）的不同影响，发现服务型领导通过促进员工视角采择来减少前两种行为，但意外地增加了合理化隐藏，且员工公正导向调节这一过程。
Previous studies have overlooked critical differences between different aspects of employees’ knowledge-hiding behaviors. Using Social Information Processing theory as an anchor, we fill this void by investigating the impact of servant leadership on three distinct aspects of employees’ knowledge-hiding behaviors: evasive hiding, playing dumb, and rationalized hiding. Specifically, we propose that servant leadership is negatively related to evasive hiding and playing dumb, and yet, paradoxically, positively related to rationalized hiding. We further propose employee perspective taking as a crucial underlying mechanism and employee justice orientation as a relevant boundary condition of the hypothesized relationships between servant leadership and employees’ knowledge-hiding behaviors. Our time-lagged and two-source data provide support for our hypotheses. The theoretical and practical implications of our findings are discussed.