How Does Self-Sacrificial Leadership Affect Knowledge Sharing and Knowledge Hiding?: Organization's Cultural Prospective
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Keywords:self-sacrificial leadership, intrinsic motivation, trust, knowledge sharing, knowledge hiding, social exchange theory.
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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