Sharing or Silence?Exploring the Nonlinear Impact of Participatory Leadership on Employee Knowledge Hiding
Intentional concealment or hiding of knowledge requests from workmates is a widespread practice that is detrimental to the healthy development of the organization.While participatory leader-ship can encourage employees to offer suggestions and participate in management,it also places corre-sponding role expectations and pressures on them.The effectiveness of participatory leadership in sup-pressing employee knowledge hiding behavior,as well as the existence of any boundary mechanisms,remain unclear and require further exploration.To address these questions,we conducted a study using 327 valid employee questionnaires as samples for data analysis,employing Mplus 3.0 and Tableau.Our findings indicate that participatory leadership significantly reduces employee knowledge hiding behavior.However,when the participatory leadership style is too prominent,the perceived role pressure of em-ployees increases,leading to a reactivation of knowledge hiding behavior.Furthermore,organizational sup-port plays a negative moderating role between participatory leadership and employee role pressure and knowl-edge hiding behavior.The results reveal the nonlinear influence mechanism of participatory leadership on em-ployees'knowledge hiding behavior,in order to play a practical role in organizational management.