Exploring Knowledge-Hiding Dynamics in Chinese Academic Research Teams: A Comprehensive Study

This study investigates knowledge-hiding behaviors within Chinese scientific research teams, focusing on the influence of leadership styles. A survey was conducted among 400 team members from diverse academic departments, experience levels, and genders. The demographic analysis revealed intentional inclusion for a nuanced understanding across disciplines. Knowledge-hiding behaviors, including secrecy of information, hoarding knowledge, and undermining colleagues, exhibited a complex landscape. Leadership styles, particularly intellectual and ethical leadership, emerged as influential factors. Correlation analysis revealed intricate relationships, with intellectual and ethical leadership negatively correlated with knowledge-hiding behaviors. Regression analysis emphasized the mitigating role of intellectual and ethical leadership. Notably, differential leadership exhibited unintended consequences, positively correlating with the secrecy of information. Theoretical implications challenge simplistic leadership-behavior models, advocating for a context-specific approach. Managerially, organizations are urged to prioritize intellectual and ethical leadership development to foster transparent collaboration. The study proposes avenues for future research, emphasizing mixed-methods approaches and exploring organizational and team dynamics. In conclusion, this research contributes valuable insights into knowledge-hiding dynamics, offering practical guidance for organizational interventions and laying the groundwork for nuanced theoretical advancements.