How Does Self-Sacrificial Leadership Affect Knowledge Sharing and Knowledge Hiding?: Organization's Cultural Prospective


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Authors

  • R Sabrina Universitas Muhammadiyah Sumatera Utara
  • Emilda Sulasmi Universitas Muhammadiyah Sumatera Utara
  • A Akrim Universitas Muhammadiyah Sumatera Utara

DOI:

https://doi.org/10.29333/ejecs/1165

Keywords:

self-sacrificial leadership, intrinsic motivation, trust, knowledge sharing, knowledge hiding, social exchange theory.

Abstract

Grounded in Social-Exchange Theory, the current study examines the association of self-sacrificial leadership with employees' knowledge sharing and knowledge-hiding behavior. Moreover, the mediatory role of employees' trust and intrinsic motivation was also investigated. The current study focused on self-sacrificial leadership outcomes while exploring underlying mechanisms to achieve those outcomes, specifically in SMEs in Indonesia. Using a longitudinal field survey, data were collected from 457 employees working at different levels in small and medium enterprises in Medan city, Indonesia. The results showed that self-sacrificial leadership was positively and significantly associated with the employees' knowledge-sharing behavior, while self-sacrificial leadership was negatively associated with employees' knowledge-hiding behavior. The results also revealed the interplay of employees' trust and intrinsic motivation between the link of self-sacrificial leadership and employees' knowledge sharing and knowledge hiding behaviors. Thus, it shows an exchange process of converting self-scarifying leaders' efforts into building trust among employees and intrinsically motivating them to share knowledge among peers and demotivate them from hiding knowledge.

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Author Biography

R Sabrina, Universitas Muhammadiyah Sumatera Utara

Department of Management

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Published

2022-04-20

How to Cite

Sabrina, R., Sulasmi, E., & Akrim, A. (2022). How Does Self-Sacrificial Leadership Affect Knowledge Sharing and Knowledge Hiding?: Organization’s Cultural Prospective. Journal of Ethnic and Cultural Studies, 9(2), 96–120. https://doi.org/10.29333/ejecs/1165

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