Purpose

This study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity.

Design/methodology/approach

A survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”.

Findings

This study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity.

Research limitations/implications

Research has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators.

Practical implications

The results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour.

Originality/value

This study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

中文翻译：

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矛盾的领导力和员工创造力：知识共享和隐藏作为中介

目的

本研究旨在探讨知识共享与知识隐藏的矛盾行为在矛盾型领导与员工创造力关系中的中介作用。

设计/方法论/途径

对印度信息技术公司的 276 名员工进行了一项调查。“为了评估结构之间的关系，进行了结构方程模型（SEM）的单一和并行中介分析以及验证性因素分析（CFA）”。

发现

这项研究发现，矛盾型领导力与员工创造力显着相关。此外，我们还发现，知识共享已成为解释矛盾领导力与创造力之间关系的中介因素，而知识隐藏则不能成为解释矛盾领导力与员工创造力之间关系的中介因素。研究发现，阻止知识隐藏行为可以增加员工的知识共享，从而培养员工的创造力。

研究局限性/影响

研究探讨了这种范式中矛盾领导力与员工创造力之间的关系，以及知识共享和知识隐藏作为中介的作用。

实际影响

这项研究的结果将帮助高层管理人员制定策略，通过使用有效的知识管理策略来培养员工的创造力，从而增强领导者与其下属之间的关系。矛盾的领导者规范员工之间的知识隐藏行为并促进知识共享行为，可以有效地促进员工的创造力。

原创性/价值

本研究通过调查矛盾领导力在管理知识共享和隐藏的矛盾行为中的作用及其对员工创造力的影响，弥补了先前研究的空白。由于知识共享和隐藏的动机本质上是不同的，具有矛盾品质的领导者会培育开放和信任的文化，以鼓励知识共享，同时阻止知识隐藏行为。通过控制知识隐藏行为，员工能够通过有效的协作和团队合作为组织的成功做出有意义的贡献，从而打造更具创新性和创造性的工作场所。因为防止知识隐藏行为是促进知识共享并最终培养组织创造力的一种手段。总体而言，本文对知识管理的复杂动态提供了独特的见解，并为领导者管理在工作场所表现出矛盾行为的员工提供了宝贵的建议。