Linking tyrannical leadership and knowledge hiding: the moderating role of psychological resilience with mediation of psychological distress

Purpose This paper aims to examine the impact of tyrannical leadership (TL) on knowledge hiding (KH) through the mediating role of psychological distress (PD). Furthermore, this study investigates moderating role of psychological resilience (PR) in the relation between TL and PD. Design/methodology/approach Data were collected from 312 individuals employed in the manufacturing and service sectors in Vietnam. Partial least squares structural equation modeling was used to test the proposed model. Findings TL increases PD and employees’ knowledge-hiding behaviors. In addition, PD mediates the nexus between TL and KH, whereas PR plays the moderating role in the nexus between TL and PD. Practical implications The empirical results of this study provide valuable insights for managers to mitigate the adverse impacts of TL and improve employee psychological well-being. Originality/value To the best of the author’s knowledge, this study is probably the first attempt to explore how PD mediates the impact of TL on KH. This study further enhances existing knowledge by examining the moderating role of PR in the relation between TL and PD.