Purpose

Past studies have largely focused on leaders' influence on employees' attitudes and behaviors, largely ignoring the followership and its consequences. This study investigates the social impact that followers induce on leaders through their intentions and actions. Following social impact theory (SIT), this study contributes to the growing research on supervisory knowledge hiding (KH) and related positive consequences beyond the traditional leader-centered approach. This paper investigates the serial mediation link between supervisory KH and supervisory knowledge-based trust (KBT) via perceived prosocial impact and supervisor directed citizenship behavior.

Design/methodology/approach

Time-lagged dyadic data of 348 employees working in a bank under 54 supervisors were collected from Saudi Arabia.

Findings

The findings suggest that supervisory KH entails a potential prosocial impact on employees to engage in supervisor-directed citizenship behavior that builds the KBT in supervisors about subordinates. The empirical support provides an understanding of the social impact of subordinates' influence on supervisors above and beyond traditional leadership literature by depicting the active role of followers in influencing leaders' behavior in building trust in knowledge management. Theoretical and practical implications of the findings are also discussed.

Originality/value

By studying the followership effect on leadership, this study extends the social impact process beyond a social phenomenon to the workplace in a supervisor–subordinate relationship. Moreover, examining the positive framing of a leader's KH to transform such behaviors through active followership role provides a new insight into positive consequences of supervisory behavior through social impact.

中文翻译：

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主管的知识隐藏与基于知识的信任：基于社会影响理论的视角

目的

过去的研究主要集中在领导者对员工态度和行为的影响上，而很大程度上忽略了追随者及其后果。本研究调查追随者通过他们的意图和行动对领导者产生的社会影响。遵循社会影响理论 (SIT)，本研究有助于对监督知识隐藏 (KH) 和相关积极后果的研究不断增长，超越了传统的以领导者为中心的方法。本文通过感知的亲社会影响和主管指导的公民行为，研究了监督 KH 和监督知识型信任 (KBT) 之间的串行中介联系。

设计/方法/方法

从沙特阿拉伯收集了在 54 名监管下的银行工作的 348 名员工的时滞二元数据。

发现

研究结果表明，监督 KH 会对员工产生潜在的亲社会影响，使其参与主管指导的公民行为，从而在主管中建立关于下属的 KBT。实证支持通过描述追随者在影响领导者在知识管理中建立信任的行为中的积极作用，提供了对下属对主管影响的社会影响的理解，超越了传统的领导文学。还讨论了研究结果的理论和实践意义。

原创性/价值

通过研究追随者对领导力的影响，本研究将社会影响过程从社会现象扩展到了主管-下属关系中的工作场所。此外，通过积极的追随者角色来检查领导者的 KH 的积极框架，以改变这种行为，为通过社会影响对监督行为的积极后果提供了新的见解。