Unraveling the effects of paradoxical leader behaviors on knowledge hiding: a time-lagged study

Purpose The purpose of this study is to examine the influence of paradoxical leader behaviors on employees’ knowledge-hiding tendencies in the hospitality industry, along with the mediating role of psychological safety and the moderating role of transformational leadership in this relationship. Design/methodology/approach This study uses data from 221 employees employed in the hospitality sector and conducts regression analysis to examine the relationships between paradoxical leader behaviors, psychological safety, transformational leadership and knowledge-hiding behavior. Findings The findings reveal that paradoxical leader behaviors negatively impact employees’ tendency to hide knowledge, which is mediated by psychological safety. Moreover, this study uncovers that the impact of paradoxical leader behaviors on knowledge-hiding behavior is further amplified in the presence of transformational leadership. Research limitations/implications This research contributes to the extant literature on paradoxical leader behaviors by providing insights into their implications for inhibiting undesirable employee outcomes. Practical implications This study highlights the importance of cultivating paradoxical leader behaviors and integrating transformational leadership practices within the hospitality industry into knowledge hiding. This study discusses several managerial implications for hospitality leaders, supervisors and researchers and offers practical guidance for effectively managing knowledge management dynamics within organizations operating in the hospitality sector. Originality/value This study highlights the importance of cultivating paradoxical leader behaviors and integrating transformational leadership practices within the hospitality industry to inhibit deviant work behaviors.